Importance of Knowledge Sharing to Improve Human Performance - Case Study Example

Pick an Aspect of OB Focusing on Improving Human Performance. Argue the Business Case for Why Organisations Should Focus on this Important Area and Provide Examples of Local Organisations Effectively Doing So” Table of Contents Table of Contents 2 Introduction 3 Importance of Knowledge Sharing to Improve Human Performance 4 Examples of UK Companies Using Knowledge Sharing Aspect 9 Conclusion 10 References 12 Introduction Organization Behaviour (OB) is the analysis of human behaviour within an organizational setting. It is a systematic method of determining the actions as well as attitudes, demonstrated by the employees of an organization, both on interpersonal and organisational levels. OB assists in having a better understanding along with explanation about the behaviour of groups or individuals in business organisations. Additionally, it also assists in adopting appropriate policies with the assistance of which, behaviours along with attitudes of employees can be enhanced, so that they are able to perform their operations successfully (McGraw-Hill Education, 2013). In the present scenario, knowledge management through knowledge sharing has emerged as a vital component of OB, which plays an important role towards the development and growth of an organisation. Conceptually, knowledge management is regarded as a procedure of distributing, sharing, understanding and creating knowledge in relation to an organisation. Knowledge sharing is an important aspect of OB on the basis of which, employees share their ideas along with knowledge with other employees, so that objectives as well as goals of an organisation are accomplished successfully, yielding results as desired. Knowledge sharing assists employees in having a better understanding of job responsibilities and requirements with the aim of ensuring competent and smooth completion of business operations. It but is also identified as a procedure of building better competitive advantages for business organisations in the worldwide market segments (Alam & et. al., 2009). Emphasising this particular aspect of OB, the discussion henceforth will aim at explaining the reasons or motives, which drive business organisations to focus on knowledge sharing when aiming at enhancing its human resource performances. Importance of Knowledge Sharing to Improve Human Performance In the present competitive business scenario, the management, to be competent enough in utilising its resources productively, is required to develop appropriate strategies and policies with the assistance of which, employees can conduct their operations facing minimum obstacles and with better efficiency. Emphasising this concern, OB is often regarded as a procedure of examining the attitudes along with the behavioural traits of employees based on which, they manage their interpersonal relations and align their individual goals with that of the organisation. OB facilitates management in having a better understanding as well as knowledge of factors relating to employees’ performances and organisational success. In this regard, knowledge sharing is identified as an important aspect of OB, which assists business organisations to perform with better competitive advantages in terms of its skilled workforce and continually developing team competencies. Knowledge sharing in an organisation is recognised as a procedure of disseminating important information, experiences, skills, technology innovations and ideas with any individual or a group of employees. It requires active interaction amid employees through face-to-face contact or by other means that might include virtual communities and written documents among others. In this context, knowledge can be shared through various procedures, which include top-down, horizontal and bottom-up approach. Contextually, knowledge sharing facilitates employees in exchanging know-how, know-what, know-why and know-when. It assists employees in obtaining adequate information in relation to job-related responsibilities as well as documents, working procedures, working experiences, competencies required and organisational rules, proving much effective in building a competent and coordinated workforce within the organisation (Al-Zu’bi, 2011). Presently, knowledge is considered as an important organisational resource facilitating business organisations to perform in a sustainable and competitive manner. It is a procedure of transferring expertise along with knowledge from competent employees to others in order to enhance the competency level of the workforce altogether. Studies have revealed that through effective knowledge sharing, employees are able to build their competencies and accordingly, develop positive attitudes as well as behavioural traits towards organisational objectives and goals to contribute actively in driving organisational success (Chang & Chuang, 2011; Lindner & Wald, 2010; Wang & Noe, 2010; McDermott & ODell, 2001). In this context, the employees are able to work as a team in order to accomplish the desired organisational objectives. Subsequently, the employees are also facilitated with immense knowledge as well as understanding of the working procedures through effective knowledge sharing, to enhance the business performance through the development of innovation capacities and minimising production cost. Contextually, business success can be witnessed from different grounds that include profit margin, sales growth and demand of products and/or services (Aliakbar & et. al., 2012; Hovland, 2003). The present day business scenario has been witnessing increased globalisation, contemporary technologies and labour movement, which are accountable for augmented market competitions and many negative as well as positive impacts. In this regard, business organisations can ensure developing an effective corporate culture with the aim of performing business operations profitably and strengthening its internal business environment to a substantial extent. Correspondingly, the importance of knowledge sharing is identified in building an effective organisational culture, which in general, comprises certain important elements that include people, leadership, organisational structure, information systems, reward system and process. In this context, knowledge sharing assists in providing important information to employees as well as amalgamating the different elements of organisational culture with the aim of building an effectively flexible and competent workforce. Respectively, the management of business organisations, with the assistance of knowledge sharing facilitates employees in building trust, enriching their interpersonal relationship as well as their relationship with the management within the organisation. Moreover, knowledge sharing aids employees in having important information about effective business practices, which further benefits the employees to conduct their operations in accordance with the organisational objectives and business practices that are formulated and implemented. Respectively, business organisations, with the assistance of knowledge sharing, ensures in developing a better supportive culture that can again be utilised as tool to retain productive members over the long-run (Al-Alawi & et. al., 2007). Knowledge sharing is also determined as an important procedure assisting business organisations to develop an effective communication system. Additionally, the aspect of knowledge sharing assists in developing a two-way communication system with the assistance of which, the management of business organisations can obtain adequate information in relation to internal along with external business environmental conditions. In this respect, business organisations, with the assistance of effective communication, will be able to exchange information successfully. Moreover, the communication process will also assist the management of business organisations in making effective decisions. It is worth mentioning in this regard that knowledge sharing contributes in developing effective communication system to assist employees in having appropriate information about the strategies, plans and objectives based on which, they are required to conduct their operations successfully. Therefore, knowledge sharing assists business organisations in developing an appropriate workplace environment with better dissemination of information and organisational goal orientation. Subsequently, the management of business organisations is able to develop employee relationship in a more competent manner. As enriched employee relationship aids business organisations in mitigating issues appropriately and accordingly, business organisations are facilitated with the opportunity of performing business operations sustainably, knowledge sharing can be asserted as a major contributory factor to the improvement of human performances within organisation (Bhojaraju, 2005; McGinnis, n.d.). Knowledge sharing also assists management of business organisations in having adequate information along with ideas about the procedures in accordance with which, perceptions, personalities and attitudes tend to influence the behaviour of the workforce. Contextually, the management of business organisations are able to develop appropriate policies along with regulations, which further tends to motivate employees towards their better contribution to managerial success within the organisation. In this respect, the employees are able perform their operations with better commitment along with satisfaction. Knowledge sharing thus assists management of business organisations in moulding business practices along with working culture in an effective manner, so that the employees are able to execute their operations successfully. Additionally, business organisations are able to build belief along with confidence amid employees regarding the business practices, objectives and strategies of the management, preserving transparency and minimising chances of conflicts within the workplace environment (Wang & Noe, 2010). In this regard, it can be argued that knowledge sharing plays an effective role as a tool in ensuring that organisational operations are conducted successfully and competitively based on competent workforce, wherein employees are adequately aware of their shared responsibilities, values, organisational intentions and managerial practices. Additionally, knowledge sharing also assists management to develop an effective workplace culture, further contributing to the improvement of human performance. Accordingly, the management is facilitated with the opportunity of building trusts, beliefs, motivation and satisfaction amid employees, so that the employees are able to perform their operations as a team. Certainly, with enhanced confidence on the management and beliefs to align their personal goals with that of the organisation, employees are able to perform their operations in compliances with the business practices along with the planned targets for continuous developments. In the present competitive business scenario, knowledge sharing is thus noted as an important aspect of OB, as dissemination of information along with ideas within organisation facilitates the employees in developing their competencies and knowledge that are essential for conducting business operations competently. Respectively, the employees working in a collaborative as well as coordinated manner are able to accomplish the organisational objectives along with goals successfully (Gaal & et. al., 2012; Ling, 2011). In this respect, it can be recognised that in order to conduct their operations successfully and with better competitive advantages, organisations have focused towards knowledge sharing at an extensive rate in the current decade (Renzl & et. al., 2004). Examples of UK Companies Using Knowledge Sharing Aspect To give illustrative explanations of the benefits of knowledge sharing in improving human performances, examples of few local organisations of the UK has been considered in this section. For example, Hong Kong Shanghai Banking Corporation (HSBC) is a renowned British banking and financial service provider, operating in the global context. The company provides a wide range of services that include commercial banking, investment banking and personal banking services among others to attract a larger volume of customers from worldwide contexts belonging to a diverse cultural background. The company has adopted the knowledge sharing aspect at an extensive rate, with the intention of providing information to customers along with employees. The company has thus been able to develop an effective commination process in order to ensure that effective contact is developed within employees and customers. Additionally, it assists the company in having adequate information in relation to internal along with external business environment and accordingly, enables the employees to mitigate issues obstructing organisational performances successfully. The company is also facilitated with the opportunity of making effective decisions, owing to its application of knowledge sharing strategies, so that the needs of its customers are sufficed efficiently, with the contribution made by its competent workforce. Subsequently, the company has been able to develop trusts as well as confidence amid employees and customers by disseminating information along with ideas (Pusaksrikit, 2006). Similarly, it has been identified that Tesco Plc, a UK based retailing company operating in the global context has adopted as well as implemented knowledge sharing extensively in its working procedures. With the assistance of knowledge sharing, the company has also planned to improve circulation of information as well as ideas amid employees, so that the employees are able to conduct their operations in accordance with the company’s strategic goals. In this regard, the company has been facilitated with the opportunity of making effective decisions and ensuring that business operations are conducted effectively. In this context, the company has adopted tools, which include Cisco TelePresence and CiscoWebEx, with the aim of exchanging information and knowledge appropriately (Cisco Systems, Inc., 2009). Conclusion The present business scenario has intensified with increased globalisation and contemporary technological development. Contextually, in order to perform their global operations, organisations are required to be equipped with effective measures based on knowledge relating to internal as well as external business environment. Conclusively, it can be comprehended that OB is vital for business organisations to analyse behaviour, perceptions along with attitudes of employees with the intention of developing an effective organisational culture. In this regard, knowledge sharing is determined as an important factor accountable for exchanging information, ideas and business objectives successfully amid employees, customers and other individuals associated with organisational operations. Knowledge sharing thus assists in developing appropriate workplace environment with the assistance of which, employees are able to perform their operations with better trust, satisfaction, confidence and motivation. Additionally, knowledge sharing aids in building an effective communication system with the assistance of which, information flow in an efficient manner. In this respect, business organisations are facilitated with the opportunity of making effective decisions, so that appropriate strategies along with business plans are formulated and implemented successfully. Subsequently, the assistance of knowledge sharing may enable organisations to perform business operations with better competitive advantages. References Alam, S. S. & et. al., 2009. Assessing Knowledge Sharing Behaviour among Employees in SMEs: An Empirical Study. International Business Research, Vol. 2, No. 2, pp. 115-122. Aliakbar, E. & et. al., 2012. Determinants of Knowledge Sharing Behavior. International Conference on Economics, Business and Marketing Management, Vol. 29, pp. 208-215. Al-Alawi, A. I. & et. al., 2007. Organizational Culture and Knowledge Sharing: Critical Success Factors. Journal of Knowledge Management, Vol. 11, No. 2, pp. 22-42. Al-Zu’bi, H. A., 2011. Organizational Citizenship Behavior and Impacts on Knowledge Sharing: An Empirical Study. International Business Research, Vol. 4, No. 3, pp. 221-227. Bhojaraju, G., 2005. Knowledge Management: Why Do We Need It for Corporates. Malaysian Journal of Library & Information Science, Vol. 10, No. 2, pp. 37-50. Chang, T. C. & Chuang, S. H., 2011. Performance Implications of Knowledge Management Processes: Examining the Roles of Infrastructure Capability and Business Strategy. Expert Systems with Applications, Vol. 38, pp. 6170–6178. Cisco Systems, Inc., 2009. Tesco Uses Collaboration Tools to Support Rapid International Growth. Success Story. [Online] Available at: https://www.cisco.com/web/strategy/docs/retail/sStory_Tesco.pdf [Accessed March 07, 2014]. Gaal, Z. & et. al., 2012. Middle Managers’ Maturity of Knowledge Sharing: Investigation of Middle Managers Working at Medium- and Large-sized Enterprises. 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