A CONCEPTUAL FRAMEWORK OF THE STUDY
2.4 Conceptual framework
In an emerging new world order driven by local and global competition it is necessary for HR Managers to re-conceptualize their roles and responsibilities in order to survive. This repositioning should result in HR integrating with KM with a joint responsibility of improving organizational performance and effectiveness.
This should result in KM and HR sharing a strategic partnership with a broad influence and direction.
Skyrme (2000:54) posits that employees are an organization’s most important asset. Therefore human resource policies must be implemented to reward learning and knowledge sharing. A people-focused knowledge strategy entails motivating knowledge workers so that they remain committed to the success of the organization.
Skyrme (2000:201) states further that the human resource function should play a key role in establishing the knowledge infrastructure. Its role should entail the following:
• recognize, profile and integrate knowledge and skills in the organization;
• create hybrid structures so that promotions could be cross functional thus encouraging job rotation and secondments;
• develop recruitment and orientation processes that focus less on jobs and more on transferable knowledge, skills and behaviours;
• encourage learning and development so that employees continually increase their knowledge; and
• develop incentive and reward systems such as performance management systems that include knowledge sharing behaviours as part of the assessment.
22 It is evident from the foregoing discussion that human resource management could achieve certain knowledge management objectives, provided that there is proper integration with other functional sectors.
Figure 2.1 illustrates the overview and the relationship between the broad functional areas, which includes human resource management and knowledge management, both within the organization and the external environment.
Figure 2.1: Components of the Knowledge Management/HR Management Model (derived from the study)
For knowledge management to be implemented efficiently and effectively there is a need for the formulation of a clear higher educational institution strategy, which
23 should be aligned to a human resource strategy that addresses the allocation of resources to cater for knowledge management initiatives.
When formulating strategy, the organization’s vision, mission and key performance indicators must be determined together with programmes that are planned and designed to meet these objectives. Organizational strategies should be reviewed annually as part of the strategic planning process (Department of Natural Resources and Environment:1996).
Both the organizational strategy and the human resource strategy must indicate the level of commitment of management to meet its human resource needs.
Without this statement of intent and commitment from senior management, the issue of resources often tends to become a major impediment to the organization in addressing its human resource goals and objectives (Pont, 1990).
Gottschalk (2005: vii) cites research undertaken by KPMG Consulting which established that organizations are failing to tackle knowledge management’s real challenges. The reason tendered for this failure is due to the lack of understanding by senior management regarding the full implications of knowledge management (KM) and hence, the lack of support for it.
Higher educational institutions are increasingly interdependent with the external environment. In view of this relationship, these institutions are accountable to the external environment such as the local and central government. The nature of the relationship determines whether the institution is business oriented or defined by a collegial shared form of governance (Kezar & Eckel, 2004:371).
The Council for Higher Education (CHE) serves as a conduit between government and higher educational institutions to create a system whereby autonomous higher educational institutions would work constructively with government and other stakeholders to achieve common objectives. The national government, via the Council for Higher Education, the 1997 Higher Education Act, and the 2001 National Plan for Higher Education (NPHE) assume direct
24 control of curriculum, funding and regulation over higher educational institutions (Hall & Symes, 2005:201-202).
According to Sydanmaanlakka (2002:154) the external environment represented by social, cultural, economic and technological factors are critical for the success of knowledge management projects. Skyrme (2000:33) concurs with this position by stating that successful knowledge management strategies require organizations to exploit technology such as Internet and electronic commerce to create global markets for new products and services.
According to Nel et al., (2004:7) the external environment is an important stakeholder that impacts on the internal environment. The factors in the economic environment that influence organizations include availability of capital, current interest rates, rate of inflation and the level of employment.
Nel et al., (2004:7) claim that the social environment is largely influenced by the society in which the organization is located. The customers and employees of the organization shape the social environment through their attitudes, values, education and skill levels, and their expectations.
Nel et al., (2004:7) posit that the political environment impacts organizations to an ever increasing extent in the present South Africa. Organizations’ must conform to the laws and regulations at central, provincial and local levels. In this regard, several legislation (as elaborated in 3.2.3.2) have been enacted post 1994 that impact on the human resource management function in South Africa.
Schwella (1991:20) maintains that the technological environment impacts on efficiency, effectiveness, accuracy, speed and precision. According to Nel et al., (2004:8) the technological environment has a significant influence on management philosophy in that there is a positive correlation between technology and productivity. Technology transforms inputs (raw material) into outputs (products and services).
25 Having established the link between the external environment and the internal environment, the conceptualization of the study will be discussed.
The framework in Figure 2.2 illustrates the research problem and the interaction of the through-put dimensions that impact on the study.
Figure 2.2: Conceptual framework of the key elements impacting on the study (derived from the study)
Figure 2.2 outlines the relationship between the identified problems of the loss of critical skills and knowledge due to a range of factors, including but not limited to the barriers to knowledge sharing and the lack of KM/HR strategies to stem the loss of knowledge and skills in higher educational institutions. The throughput dimensions represent the tools that higher educational institutions could use to create strategies to bring about desired results or objectives.
These could have a significant impact on the challenges facing human resource management in terms of the management and leverage of human knowledge for the overall benefit of higher educational institutions.
Significant changes to the higher educational systems in South Africa since the 1994 democratic elections have led to unique higher education leadership
Problem Identification
• Loss of skills/ knowledge due to:-
- HIV / AIDS - Downsizing - Retrenchment - Emigration - Retirements
• Barriers to knowledge sharing - Hoarding of knowledge
• Lack of KM / HR strategy
Through-put Dimensions
• KM interventions
• Organisational Culture
• Leadership
• Organisational structure
• Learning organizational
• IT
• Incentives for knowledge sharing
• KM budget
Desired Results / Objectives
• Development of KM / HR strategy
• Creation of a knowledgeable workforce
• Developing a rich knowledge sharing culture
• Developing sound knowledge transfer intervention policies
• Improved performances
• Foster culture of excellence
FEEDBACK
26 challenges. Some of the challenges that impact on the provision of human resource services in higher educational institutions will be reviewed.