The significance of human resource issues in knowledge management within the construction industry - people, problems and possibilities

Abstract

In recent times, construction organisations have been turning to the practise of knowledge management (KM), for sharing experiences and expertise, as the currency for organisational sustenance and competitive advantage. The human resource (HR) view is now increasingly gaining more attention in recent years in the KM ‘territory’, especially in project-based industries, such as construction. This is due to the recognition that employees within the organisation are the main source of experience and expertise. Therefore, organisations need to develop a greater appreciation for their intangible human assets, captive in the minds and experiences of their employees. This paper, based on an on-going doctoral programme, examines the 3 Ps people, problems and possibilities that have to be considered in successfully utilising human resource (HR) issues for implementing KM and the benefits that are expected to accrue to the organisation. The construction industry is a mixture of both core and periphery employees which pose a difficult challenge to managing knowledge within the organisation. Problems, such as knowledge ownership, structural and cultural blockages, which might impede the successful take-off of KM when a greater peoplecentric perspective of managing knowledge is adopted, are identified and likely solutions proffered. This paper concludes with the importance of HR issues as reflected in the way HRM policies and practices ensure that only the best people are selected. Employees need to be given high quality and appropriate training and development. They also need to be suitably rewarded to reflect their contribution to knowledge sharing and creation, and their commitment to the organisation is achieved. The issue of trust and empowerment are particularly significant to knowledge sharing and creation.