The Aims, Abilities And Skills Of Managing Organizational Knowledge Case Study

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Register to read the introduction… Effective knowledge management causes fewer errors, less work, more independence in time and space for knowledge workers, fewer questions, and better decisions, less reinventing of wheels, improved customer relations, improved service and improved profitability. Knowledge management is purported to increase both innovation and responsiveness. the recent interest in organizational knowledge has prompted the issue of managing knowledge to the organizations benefit (Alavi & Leidner,2001).
Furthermore, the knowledge management process aims to support innovation and encourage the free flow of ideas through the company. It helps increasing revenues (because the products and services are delivered to market faster) and reducing costs (because it eliminates redundant and unnecessary business processes). This process increases the time that employees spend in the company, because their knowledge and efforts are valued by the system of rewards. Ultimately, the knowledge management process increases the value of the company and its competitiveness as a whole, because it increases the efficiency and effectiveness, the relationship of all resources and innovation (Jelenic,
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Performance appraisals are reviews of employee performance over time, so appraisal is just one piece of performance management.
Performance appraisal is regularly record an assessment of an employee's performance, potential and development needs. The appraisal is an opportunity to take an overall view of work content, loads and volumes, to look back at what has been achieved during the reporting period and agree objectives for the next.
Many organizations and personnel specialists believed that formal appraisals were desirable, appraisals can help to improve employee’s job performance by identifying strengths and weaknesses and determining how their strengths may be best utilized within the organization and weaknesses overcome(Mustafa, 2013).
3.4 Five perspectives of organizational performance: (Carton,
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Laryea, E. Linking knowledge to comptetitiveness: knowledge chain evidence and extentions. A final thesis presented to the academic department of the school of science and engineering in partial fulfilment of the requirements for the degree of bachelor of science. Atlantic international university . Honolulu, Hawaii.
26. Alan R. Dennis, A. R. & Vessey, I. (2005). Three Knowledge Management Strategies: Knowledge hierarchies, knowledge markets, and knowledge communities. MIS Quarterly Executive. Vol. 4 No. 4. PP. 399-412. December 2005
27. Carton, R. B. (2004). Measuring organizational performance: An exploratory study. A dissertation submitted to the graduate faculty of the university of Georgia in partial fulfillment of the requirements for the degree doctor of philosophy. Athens THENS, Georgia.
28. Snyman,R., & Kruger, C. J. (2004). The interdependency between strategic management and strategic knowledge management. Journal of Knowledge Management pp: 5-19. ISSN: 1367-3270. From

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