Enhancing performance through best HRM practices, organizational learning and knowledge management

Abstract

Purpose The purpose of this paper is to explore the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC) and their impact on organizational performance. The proposed framework intends to add to the understanding of the specific processes that mediate between best HRM practices and organizational performance. Design/methodology/approach A range of relevant literature is explored and a conceptual model is proposed and discussed. Findings This paper proposes an answer to “how” best HRM practices can influence performance. It is suggested that KM and organizational learning (OL) play their own unique role in creating OC, which lead to superior performance. Practical implications The paper can help human resource managers to understand better the importance of OL and KM processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance. Originality/value This paper attempts to shed some light on the processes through which HRM practices influence performance. The proposed conceptual framework is an original, complete model that will hopefully contribute towards the enrichment of the relevant literature. Moreover, it clarifies relevant terms and their relationship that seem to be surrounded by ambiguity.

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