Trends in Workplace

Knowledge management was defined as the turning of information into actionable knowledge which can be accessed by people who can apply it. Robbins (2003) gives a time perspective in his definition of knowledge management. He mentions as part of knowledge management the distribution of the right information to the right people at the right time. Lytras et al (2002) gives a definition of knowledge management which emphasises the purpose of knowledge management. In the definition creation of new capabilities, enablement for superior performance, encouraging innovation and enhancement of customer value were mentioned. For the purpose of this study the researcher summarised knowledge management as the intentional process of coordinating people, technology and systems to optimise creation and sharing of intellectual

While Knowledge Management (KM) is important in any business however, there is no real agreed upon definition. KM is a concept that includes the

Societies within the United States are facing a shortage in the number of skilled workers, and many organizations are now spending millions of dollars to secure a competitive advantage through training and development. Companies are creating a learning culture that is imperative to today’s economy. There are organizations though that are continuously struggling with achieving such a learning and development style. As organizational structures become bigger and function more smoothly, employees must become more

How do people learn in their workplaces? That was a question in my mind while driving to the Jeddah Refinery where I had my first exposure to a workplace as an intern in 1998. I realized through that experience the difference between classroom learning and workplace learning. Since then, I have been interested in workplace learning as a lively topic throughout various stages in my career. I am currently work as a learning and staff development specialist. This job requires a set of roles and responsibilities like identifying the development needs of the staff of IDB, as well planning and managing training programs and workplace learning activities.

The key note speaker for the 2015 AHRD conference was Ms. Jane Hart. Jane is an independent workplace learning advisor who helps Learning and Development departments around the world modernize their approaches to workplace learning by moving beyond classroom training and eLearning to support continuous performance improvement and personal development more broadly and in more relevant ways. Jane is the Founder of the Centre for Learning & Performance Technologies - one of the world’s most visited learning sites on the Web. She compiles the popular annual Top 100 Tools for Learning list from the votes of top learning professionals worldwide (Hart, 2015).

Since the mid-1990s, knowledge management has become increasingly significant for business managers and companies. ‘It is broadly accepted that systematic knowledge management is tightly linked with gaining and sustaining competitive advantage.’ (Bogner & Bansal, 2007, p658-6 as cited in Hislop, 2009, p1) The definition of knowledge management is various because of the wide range of this concept and its complexity (Al-Hawamdeh, 2003). For example, the broad definition provided by McAdam and McCreedy (2000, p155 as cited in Hislop 2009, p53) note that: ‘KM relates to the management of anything classified as knowledge’ Furthermore, Hislop (2009, p59)

Due to the ongoing changes and upgrades in technology, training techniques in organizations are going through drastic transformations, specifically incorporating the use of the computer and the internet. It is more evident than ever, that employees are attracted ti organizations where there is prominent opportunity to advance and improve their knowledge, skills and experience. Noe (2013) explains that businesses are enhanced when learning professionals are aligned with the business and take on full responsibility for the relationships as well as the outcomes that stem from the learning solutions (Noe, 2013, p. 476). Many organizations use this to attract and retain their employees, both current and potential prospects. We know that employees are given responsibilities and required duties within the workplace; therefore, training is beneficial to them, as it helps them

Fabian, Ike, and Alma (2014) discussed today’s competitive time, when business environment is changing very fast, technologies are constantly updated, and new skills are required on market; in order to meet business demands, we need to educate, develop new skills in our staff, either to make the best out of what we already have, by providing training within the company.

The demands put on organizations now require learning to be delivered faster, cheaper, and more effectively to a fluid and mobile workforce. Some of the critical demands facing today's corporations and governments include:

In a Learning Organization, change is seen as an opportunity to learn through problem solving. Shifting Focus; many agencies are changing their focus from a role of ensuring compliance to one of serving customers. A Learning Organization can ensure that there is a strategic alignment between customer needs, organizational goals, individual learning, and resource allocations. Eroding Knowledge Bases; the recent attrition of employees; reductions-in-force, and expected retirements are eroding the organizational knowledge bases. A Learning Organization fosters information exchange and captures expertise from all levels of personnel. Limited Training Resources; employee training budgets are shrinking while staff members have less time to attend formal training sessions. A Learning Organization can make use of alternative strategies that integrate learning into the workplace. These alternative methods cost less and are effective. Evolving Roles of Supervisors; Supervisors are assuming increasing responsibility for traditional human resource functions. In a Learning Organization, managers serve as teachers and each individual is empowered to be responsible for his or her own learning.

Recent empirical studies have found support for the direct impact of knowledge on performance (e.g., Applyard, 1996; Decarolis and Deeds, 1999; Yeoh and Roth, 1999), Vera and Crossan (2003) suggest that the conclusion from these studies is not that more knowledge leads to greater performance, but the knowledge that is relevant may have positive effects on the organization performance. Therefore, knowledge management (KM) has been introduced to manage the relevant knowledge.

As there is rapid growth in the business sector and information technology in the global market there are many factors which has to be managed and changed with the time in order keep up with the growing technology and knowledge management is one of those important factors. The term knowledge management throws light on the procedure of how knowledge is used in an organization. Thus it includes

Rebelo and Gomes (2008) assert that learning exists in any organization because of the inherent features of individuals and is an unavoidable element of organizational life. However, whether or not it is acknowledged and employed will verify the success of any

The concept of knowledge management (KM) has been used in different disciplines, mostly people use it in engineering and artificial intelligence area. Recently, more and more people realized that knowledge has become an important resource in business management. KM is about to deliver the right knowledge to the right people. At the same time, it can be retrieved and used its knowledge in any current applications or scenarios for people to analyze. Since KM has become more important in business strategic and tactical requirements, we conclude that knowledge management is the management of

Abstract: The content and the organization of work represent dimensions which do not only involve mobilizing competencies but are also dimensions in which competencies are developed. In an organization people create, accumulate or transfer knowledge, ideas, values, attitudes, feelings or experiences. The goal of a learning organization is to improve competency diffusion, to enrich them and to capitalize experiences. Chaos arises when the level of learning of the enterprise reaches a point in which it can no longer deal with