Knowledge Management
- 1. Knowledge Management Asst. Prof. Parasmani Jangid SDJ International College
- 2. What is Knowledge? Knowledge Knowing something External sources (Description or elements of anything) Facts (can exist or can be conceived of) It can neither true nor false
- 3. Does knowledge require verification? When one claims to know is, belief or judgement. But all beliefs are not knowledge Verification shows the evidence Knowledge
- 4. Meaning • Knowledge leads business towards the effective usage of information, technology and other aspects and thus making informed and successful decisions and add value to organization. • Knowledge management (KM) is the process of creating, sharing, using and managing the knowledge and information of an organization. It refers to a multidisciplinary approach to achieve organisational objectives by making the best use of knowledge
- 5. Knowledge management • Knowledge management is an approach to utilize knowledge base of the company in association with individual skills, competencies, innovative ways to create a more efficient and effective business organization.
- 6. Importance • Globalization (status of economic growth, foreign exchange, geographic ,location, culture, language, multiple culture, etc.) • Nature of Organization (single authorized, lean structure, decentralized, network structure, etc.) • Knowledge about Organization (methods of production, distribution, selling, appoint the new employees, etc.) • Technological Developments (about the new technologies to develop the business)
- 7. Process • Developing Knowledge (create by providing training, seminar, developmental programme) • Consolidating Knowledge (store the information so that one can use the same at the right time & at right place) • Distributing Knowledge (information available to everyone) • Combining Available Knowledge(strength of org. will increase, all can easily over come the fear.)
- 8. Issues of Knowledge Management • Shermon has narrated the issues: 1. Loss of knowledge workers (if someone dies, retires, transfers, etc.) 2. Resistance to share the knowledge (try to convince your employees by positive communication) 3. Absence of adequate knowledge management system (lack of experience, knowledge about method to manage, etc.)
- 9. Issues of Knowledge Management • Shermon has narrated the issues: 4. Absence of developing learning organizational culture (to ensure that people or employees continue to learn on daily basis for that provide them the best learning condition) 5. Hurdles in Disseminating Knowledge (communication channel must be right)
- 10. Successful Measurement of Knowledge Management
- 11. Performance Appraisal • Performance Appraisal - A performance appraisal is a regular review of an employee's job performance and overall contribution to a company. Also known as an annual review, performance review or evaluation, or employee appraisal, a performance appraisal evaluates an employee's skills, achievements, and growth--or lack thereof.
- 12. Definition of Performance Appraisal • According to Flippo, “It is the systematic, periodic, and an impartial rating of an employee’s excellence in matters pertaining to his present job and his potential for a better job.”
- 13. Objectives • To make the employees understand their existing & requires abilities for org. performance • To identify the training to improve the level • To analyze the cause for effective & ineffective performance • To improve the communication between seniors, peers, subordinates • To evaluate effectiveness of HR
- 14. Objectives • To promote the employees on the basis of performance, competence and potential for development. • To provide confirmation to employees who was on probation last year • To take decision for hike in salary etc. • To prevent grievances & indisciplinary activities • To assist employees to self assess in terms of performance.
- 15. Methods of Performance Appraisal I. Appraisal of employees based on traits II. Appraisal of employees based on results III. Other techniques for appraisal
- 16. I. Based on traits • Ranking Method • Paired Comparison • Grading • Forced Distribution Method • Forced choice Method
- 17. I. Based on traits • Check-list method • Critical incidents method • Graphic scale rating method • Essay evaluation method (qualitative, descriptive evaluation of employees) • Field review method (interview by outsiders, a set questions) • Confidential reports
- 18. II. Based on results • MBO it has been presented by Peter Drucker to reduce the external control & increase internal motivation. MBO is a strategic management model that aims to improve the performance of an organization by clearly defining objectives that are agreed to by both management and employees. it require more time & energy. It’s been difficult to set the goal by both party’s understanding.
- 19. III. Other techniques for appraisal • Adjective Rating Scales The Adjective Rating Scale is an absolute standard method for appraisal wherein the individual is measured against a set benchmark by the seniors for qualitative measurement.
- 20. III. Other techniques for appraisal • 360 Degree Appraisal A 360 degree appraisal can be defined as an anonymous employee performance review process in which an employee is collectively rated by subordinates, co-workers, and managers. main four integral components of this technique: – Self-Appraisal – Superior’s Appraisal – Subordinate’s Appraisal – Peer’s Appraisal
- 21. III. Other techniques for appraisal • Balanced Score Card Method This method has been given by Dr. Robert Kaplan and Mr. David Norton. The four perspectives of a traditional balanced scorecard are Financial, Customer, Internal Business Process, and Learning and Growth.
- 22. • BARS Technique : Behaviorally anchored rating scales (BARS) are scales used to rate performance. BARS are normally presented vertically with scale points ranging from five to nine. It is an appraisal method that aims to combine the benefits of narratives, critical incidents, and quantified ratings by anchoring a quantified scale with specific narrative examples of good, moderate, and poor performance. Developing Bars includes following 5 steps:- – Generating critical incidents – Developing performance dimensions – Reallocating incidents – Scaling Incidents – Developing Final Bars Instrument III. Other techniques for appraisal
- 23. • Person-To-Person Comparison In this method, certain factors like initiative, faithfulness, leadership, dependability, creativity, etc. are selected for the purpose of analysis. After this, a scale is designed for each factor. Now, instead of defining varying degrees of each factor like leadership, dependability, etc. particular employees are used to represent these degrees. For each factor the most efficient and least efficient person are selected. These two persons represent the two ends of the scale. Then an average person is selected to represent the medium point. After this, two points are marked one above and one below the average. In this way a scale of five points is ascertained. Factor comparison is systematic and scientific method designed to carry out job evaluation which instead of ranking job as a whole, ranks according to a series of factors. The aim of factor comparison is to assign financial value to the relative parts of each job role. III. Other techniques for appraisal
- 24. Keep learning, keep shining.
- 25. Thank You