Training and Knowledge Management

Paper Summary:

This study evaluates the popular and most current view-points on the subject of personnel training and development and management of knowledge and learning. The information gained through the theoretical review is then compared with an organization at which the writer is currently employed. The writer shows that the ability of any organization to channel its talent and extract the best from its resources is critical for the organization. The paper concludes that the more knowledge and information that the HR department and the respective departments can provide to the worker, the better and more efficient will be the manner in which the worker performs his responsibilities.

Outline
Abstract
Introduction
Literature Review
Discussion and Application to the Company Being Reviewed
Conclusion

From the Paper:

"The Human Resource Department, in conjunction with other departments, plays an important role in training and preparing the workforce. New technology, techniques and revamped organizational structures constantly influence organizations. Training can help organizations deal with these changes. Knowledge management (KM) is identified as one important strategic tool that organizations no matter which industry they belong to can utilize to improve the overall performance. Knowledge of the organization and its ability to harness and use the existing knowledge and the constant strive to achieve new knowledge were considered to be plus factors in evaluation of any of the companies. Training, knowledge acquisition and knowledge management are the three competitive tools that can make an organization an industry leader."

Sample of Sources Used:

• ARTHUR_JR., W., JR., W. B. & BELL, P. S. E. A. S. T. (2003) Effectiveness of Training in Organizations: A Meta-Analysis of Design and Evaluation Features. Journal of Applied Psychology, 88, 234-245.
• BARTON, T. (2003) T [plus] D. Business and Management Practices, 57, 52.
• BOZIONELOS, N. (2004) Mentoring provided: Relation to mentor's career success, personality, and mentoring received. Journal of Vocational Behavior, 64, 24-46.
• BOZIONELOS, N. (2006) Mentoring and expressive network resources: their relationship with career success and emotional exhaustion among Hellenes employees involved in emotion work. Int. J. of Human Resource Management, 17, 362-378.
• CHILD, J. (2001) Trust-the fundamental bond in Global Collaboration. Organizational Dynamics, 29, 274-288.

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