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dc.contributor.advisorGovender, Loganathan Narayansamy.
dc.creatorNaicker, Krisandra.
dc.date.accessioned2012-11-20T13:00:25Z
dc.date.available2012-11-20T13:00:25Z
dc.date.created2010
dc.date.issued2010
dc.identifier.urihttp://hdl.handle.net/10413/7919
dc.descriptionThesis (M.Com.)-University of KwaZulu-Natal, Westville, 2010.en
dc.description.abstract21st century human resource (HR) managers face new challenges that require the management of employee resources and the management of information resources overload to support human resource management (HRM). The proposed research will examine the integrated approach that could be adopted by human resource information systems (HRISs) to identify, classify, store and evaluate human resource information assets to meet the strategic needs of HRM in the 21st century organisational era. The information assets may include databases, documents, policies, procedures, as well as the un-captured tacit expertise and experience stored in individual’s heads, in the form of knowledge. We live in an information economy powered by the human capacity to create value out of knowledge – an intangible asset that is referred to as Due to scarcity in natural resources, modern and knowledge organisations increasingly depend on the knowledge contained in the organisation to succeed and remain competitive. This study examines the perceptions of Human Resource Information System usage for knowledge management in the context of human resource management. Data for the study was obtained from a sample of 70 human resource employees employed at retail organisations within South Africa. The data was quantitatively analysed using descriptive and inferential statistical techniques. The study indicated uncertainty about the use of HRIS functions while the respondents agree with using technology as a tool for sharing information. The concept of knowledge was explored as a strategic asset for the organisation to capitalise on as a competitive advantage, and the study explained that while HR employee’s value and recognise the various forms of the knowledge assets within employees, HR employees were uncertain about knowledge challenges. Although knowledge is generally shared within organisations, the benefits must be further explained in order to gain commitment and support.en
dc.language.isoen_ZAen
dc.subjectKnowledge management.en
dc.subjectStrategic planning.en
dc.subjectHuman capital.en
dc.subjectTheses--Human resource management.en
dc.titlePerceptions of human resource information system usage for knowledge management in the context of human resource management .en
dc.typeThesisen


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