Reviewing knowledge of human resource measurement models: comparing and identifying the strengths and weaknesses
DOI:
https://doi.org/10.61841/fwjnzf53Keywords:
Knowledge, Knowledge measurement, human resources.Abstract
Introduction: Today, the knowledge of how human resources is noticed as a strategic and valuable resource also an asset and providing products and services with good quality and economic, without proper use of this valuable resource is difficult and sometimes impossible. Knowledge is supposed as a strategic asset which can help organizations keep their own competition ability in a mutilated environment, in addition Knowledge and tools to measure it improve the competence of the organization. Purpose: the researchers in this study sought to measure and evaluate the various models of human resources, to compare them and identify the strengths and weaknesses of each. Approach: This article was conducted in 2017 by reviewing domestic and foreign sources and articles in the field of measuring human resource knowledge.The research based on objective is applied research component, based on the nature and methods is the descriptive study, and based on reasoning is inductive approach.. The present study consisted of four stages of implementing the search strategy, collecting articles and their initial review, final review and selection of studies and analysis of articles. Finding: By comparing the measured models, it seemed each of the models dealt with some effective factors on evaluation of knowledge and identified indices measuring knowledge with their certain approaches. Studying indicators presented in a variety of models, and interviews with experts, strengths and weaknesses of each model can be identified which are presented in this research. Conclusion: During studying different models of measuring knowledge indices of each were extracted and then semi-structured interviews with experts, strengths and weaknesses were identified. None of the methods had the ability of identifying reasons and weakness in knowledge status of organization and during measuring process we cannot realize what process improved or declined the final result.
Downloads
References
[1] Abtahi, H. (1385). Knowledge Management In The Organization. Tehran: Peyvande-no
[2] Afrazeh, A. (2004). Knowledge maps. The First International Conference on Information and Communication Technology Management, Tehran, 4 November 2004, summit of Islamic countries.
[3] Afrazeh, A. (2010). Knowledge management, concepts, models, measure and implement (Third Edition). Tehran: Moallef publication.
[4] Ahmadi, A., Salehi, A. (2011). Knowledge Management. Tehran: publication of PNU.
[5] Ahn, J.H., & Chang, S.G. (2004). Assessing the Contribution of Knowledge to Business Performance: the KP3 Methodology. Journal of Decision Support Systems, 36(4), 403-416.
[6] Chen, S., Chuang, Y. W., & Chen, P. Y. (2015). Behavioral intention formation inknowledge sharing: Examining the roles of KMS quality, KMS self-efficacy, and organizational climate. Journal ofKnowledge- Based Systems, 31, 106-118.
[7] cheng Ling, T., & Aizzat Mohd, N. (2010). Knowledge management effectiveness and technological innovation: An empirical study in the Malaysian manufacturing industry. Journal of Mobile Technologies, Knowledge and Society. (JMTKS), DOI: 10.5171/2010.428053.
[8] Collin, E. (1996). Designing organizational memory; preserving intellectual assets in a knowledge economy. Wasshington: Group Decision Support System.
[9] Esmailzadeh, M., & Poursarajian, D. (2013a). Providing conceptual concept of knowledge management in small and medium-sized businesses with a dynamic approach.. Journal of management improvement, 7(2), 53-31
[10] Esmailzadeh, M., & Poursarajian, D. (2013b). Presenting the functional model assessment index for compareing knowledge of personnel as an index for comparing knowledge of personnel. The Sixth Conference on Knowledge Management, Tehran, March 2013, the Center International conferences of Shahid-beheshti
[11] Frost B., & Langen M. (2001). Meriken in wissen management. Siemens AG, GTICI Muenchener Kreis.
[12] Gambardella, A., & Torrisi, S. (2000). The economic value of knowledge and inter-firmtechnological linkages: An investigation of science-based firms. Dynamo TSERProject (contract no. SOE1-CT97-1078).
[13] Ghezel A., Heidary Dahooei, J., & Zolghadr Shojai, A. (2014). A value-based framework for the assessment of knowledge workers. VINE: The Journal of Information and Knowledge Management Systems,44(2), 295 – 318.
[14] Gupta,P., Mehrotra, D., & Sharma, T.K. (2015a). Identifying knowledge indicators in higher education organization. Journal of Procedia Computer Science, 46, 449 – 456.
[15] Gupta,P., Mehrotra, D., & Sharma, T.K. (2015b). Identifying knowledge indicators in higher education organization. Proceedings of the International Conference on Information and Communication Technologies (ICICT), Bolgatty Palace & Island Resort, Kochi, India, 3-5 December 2014.
[16] Jamalzadeh, M. (2012). The relationship between knowledge management and learning organization of faculty members at Islamic Azad University, Shiraz branch in academic year. Journal of Procedia - Social and Behavioral Sciences, 62, 1164 – 1168.
[17] John Wake, N. (2015). The use of the balanced scorecard to measure knowledge work. International Journal of Productivity and Performance Management, 64(4), 590 – 602.
[18] Kaplan, R.S. (1992). Measure that drive performance. Journal of Harvard Business Review, 7(1), 71-79.
[19] Kaplan, R.S., & Norton D.P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press.
[20] Khadivar, A., Elahi, S., & Nezafati, N. (2007). Reviewing, classifying and comparing the models of measurement. Fifth International Conference on Industrial Engineering, Tehran, July 2007, University of Science and Technology.
[21] Klein, P.A. (2000). National statistics, portrait of the value floor. Journal of Economy Issues, 34, 445-452.
[22] Kreft, D. (2001). How to measure human potential and how to use it on Smartcards. Netherlands:Helsinki- ECAT.
[23] Lee, K.C., Lee, S., & Kang, W. (2005). KMPI: measuring knowledge management performance. Journal of Information & Management, 42, 469–482.
[24] Lev, B.(1999). R&D and capital markets. Journal of Applied Corporate Finance, 11(4), 21-35.
[25] Liebowitz,J., & Wright. (1999). Alook toward valuating human capital. London: in liebowitz(ed). Knowledge management CRC press.
[26] Mobarezi, A.,Hamdianpour, F., Ranjbar, M., & Kamarkhani, H. (2014). Assessment and interrelationships of human resource management and knowledge management and the introduction of effective mechanisms in applying them. International Conference on Accounting and Management, Tehran, Jan, 2014. Mehr Eshragh institute. Center of conferences in Tehran University.
[27] Nazemi, S. A., Shiezadeh, E., & Seyyed Hoseini, S. (2014). Culture of knowledge-based capital assessment tool to gain competitive advantage. International Management Conference, Tehran, Nov 2014, the Institute of cultural ambassadors.
[28] Nilipour, Tabatabai, A., Esmailzadeh, M., & Poursarajian, D. (2014). Model measured to determine employees' knowledge and organizational knowledge. The First International Conference on Economics, Management, Accounting and Social Sciences, Rasht, June 2014, university of entrepreneurial company in Anzali Free Zone.
[29] Pomeda, J.R., Moreno, C.M., Rivera, C.M., & Martil, L.V. (2002). Towards an intellectual capital report of Madrid: new insights and developments.The International Conference ofTransparence Enterprise, the Value of Intangibles, Madrid, 25-26 November 2002.
[30] Ragab, M.A.F., & Arisha, A. (2013). Knowledge management and measurement: a critical review. Journal of Knowledge Management, 17(6), 873 – 901.
[31] Ramazan, M., & Hosnavi, R. (2011). Productivity of Knowledge (printing). Tehran: Atinegar.
[32] Saaty, T. L. (2003). Decision making with the AHP: Why is the principal eigenvector necessary?. European Journal of Operational Research, 145(1), 85-91.
[33] Salimi, E., VahdatZad, V., & Abdi, F. (2012). Key dimensions to deploy a knowledge management system in an Iranian firm, a case study. Journal of Procedia Technology, 1, 268 – 274.
[34] Shaemi Barzgari, A.(2005). Knowledge management and intellectual capital measurement indicators. Proceedings of the Third International Conference on Management, Tehran, Nov, 2005. Sanati-sharif University
[35] Shannon, C., & Weaver, W. (1963). The mathematical theory of communication. The United State of America: University of Illinois Press, ISBN 0-252-72548-4.
[36] Sharma,S., Bryson -Osei,K.M., & Kasper, G.M. (2012). Evaluation of an integrated Knowledge Discovery and Data Mining process model. Journal of Expert Systems with Applications, 39, 11335-11348.
[37] Soltani, I., Esmailzadeh, M., & Khadem Astaneh, R. (2014). The dynamic model of knowledge management practices in small and medium-sized enterprises to gain competitive advantage. Arth Prabhand: A Journal of Economics and Management, (3)1, ISSN 2278-0629.
[38] Stwart, T. (1997). Intellectual capital: The new wealth of organization. London: Nicholas Brealey Publishing.
[39] Sveiby, K.E. (1997). The new organization wealthy: managing and measuring knowledge-based assets. San Francisco: Berrett-Koehler publisher.
[40] Trauner, B., & Lucko, S. (2001). MKMK-Measuring and Bilanzierung von intellectual capital. Vortrag.
[41] Wennergren, D. M. (2005). The United State navy knowledge management strategy. Department of the United State Navy, DON CIO Memo. Retrieved from http://www.doncio.navy.mil/ContentView.aspx?id=424.
Downloads
Published
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
