Proporcionar un modelo de gestión de recursos humanos basado en la
gestión del conocimiento en las organizaciones ejecutivas de Sari
Providing a Human Resource Management Model based on Knowledge Management
in Sari Executive Organizations
Mahsa Shah Moradi
1a
, Sanjar Salajegheh
2
, Aflatoon Amiri
3
, Masoud Pourkiani
4
y
Ayob Sheykhi
5
Islamic Azad University, Kerman, Iran
1234
Shahid Bahonar University of Kerman, Iran
5
Orcid ID: https://orcid.org/0000-0001-5507-7417
1
Orcid ID: https://orcid.org/0000-0002-3412-6731
2
Orcid ID: https://orcid.org/0000-0003-2413-4313
3
Orcid ID: https://orcid.org/0000-0002-5370-3768
4
Orcid ID: https://orcid.org/0000-0002-3731-6012
5
Recibido: 12 de febrero de 2020 Aceptado: 12 de julio de 2020
Resumen
Las organizaciones ejecutivas necesitan diseñar procesos estratégicos a fin de utilizar recursos
humanos efectivos para una mayor productividad. Entonces, la presente investigación tuvo
como objetivo proporcionar un modelo de gestión de recursos humanos basado en la gestión
del conocimiento en las organizaciones ejecutivas de Sari, Irán. Esta investigación se aplica en
términos de propósito y su método es la investigación por encuesta. La naturaleza de este
estudio es descriptiva con el tipo de correlación. La población estadística incluye: 1) 15 expertos
familiarizados con el campo de la gestión de recursos humanos que fueron seleccionados
mediante el método selectivo; 2) empleados que trabajan en las organizaciones ejecutivas de
Sari (29.697 personas) que, según la fórmula de Cochran, se seleccionaron 400 personas por
muestreo aleatorio por conglomerados método. La recopilación de datos se realizó mediante un
cuestionario de investigación de gestión de recursos humanos con 54 preguntas y gestión del
conocimiento con 24 preguntas. La CVR se calculó como 0.97.4 y 0.95.1, respectivamente, y
fue aceptable. El coeficiente alfa de Cronbach también se estimó por encima de 0,7, lo que
confirma la fiabilidad del instrumento. En el análisis de los datos, se utilizaron exámenes de
ruta y modelos de ecuaciones estructurales utilizando el software Lisrel. Basado en el resultado,
la fuerza de la relación entre las variables de gestión de recursos humanos y la gestión del
conocimiento se calculó en 0.48, lo que mostró que la correlación es fuerte y deseable. El
estadístico t (4.99) también fue mayor que el valor crítico de t al nivel de error del 5%, es decir,
1.96, lo que indica que la correlación fue significativa. En conclusión, se puede decir que la
gestión de recursos humanos y la gestión del conocimiento como dos componentes
coordinadores desempeñan un papel determinante en la competitividad de la organización entre
sí, y las organizaciones que prestan atención a estos componentes importantes definitivamente
lograrán su desarrollo y excelencia deseados.
a
Correspondencia al autor
E-mail: m.shahmoradi691@gmail.com
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Apuntes Universitarios, 2020: 10(4), octubre-diciembre
ISSN: 2304-0335 DOI:https://doi.org/10.17162/au.v10i4.507
apuntesuniversitarios.upeu.edu.pe
Palabras clave: Gestión de Recursos Humanos, Gestión del Conocimiento, Organizaciones
Ejecutivas, Sari, Irán.
Abstract
Executive organizations need to design strategic processes in order to use effective human
resources for increased productivity. So, this research aimed to provide a human resource
management model based on knowledge management in executive organizations in Sari, Iran.
This research is applied in terms of purpose and its method is survey research. The nature of
this study is descriptive with the type of correlation. The statistical population includes: 1) 15
experts familiar with the field of human resource management who were selected using the
selective method; 2) employees who work in the executive organizations of Sari (29,697 people)
who, according to the Cochran formula, selected 400 people by random sampling by
conglomerate method. Data collection was performed using a human resources management
research questionnaire with 54 questions and knowledge management with 24 questions. The
CVR was calculated as 0.97.4 and 0.95.1, respectively, and was acceptable. Cronbach's alpha
coefficient was also estimated above 0.7, confirming the reliability of the instrument. In the data
analysis, route tests and structural equation models were used using the Lisrel software. Based
on the result, the strength of the relationship between the variables of human resource
management and knowledge management was calculated at 0.48, which showed that the
correlation is strong and desirable. The t statistic (4.99) was also greater than the critical value
of t at the 5% error level, that is, 1.96, indicating that the correlation was significant. In
conclusion, it can be said that human resource management and knowledge management as two
coordinating components play a determining role in the organization's competitiveness with
each other, and organizations that pay attention to these important components will definitely
achieve their development and excellence. desired.
Keywords: Human Resource Management, Knowledge Management, Executive
Organizations, Sari, Iran.
Introduction
By increasing the change process in science and technology, firms and organizations
become more complicated and along with this revolution, the organizations management also
gets complicated. Today, managing organizations with traditional methods is not possible, since
managing humans that are the main capital of organizations is not easy, and organizations'
leaders, especially those in charge of human resources, needs to acquire the necessary
knowledge and skills and apply them effectively (Millar & Doherty, 2016). The research on the
role of human resource specialists and managers in creating and maintain positive
organizational performance has been the subject of many organizational studies over the past
two decades, and it has been confirmed that human resource management is strongly related to
knowledge management (Hatefi & Rousta, 2018).
The researchers found that human resource managers can also take the management role
of traditional organizations and turn it to the strategic asset of the organization. Furthermore, in
recent decades, the traditional use of capital and technology as competitive forces in various
industries has grown exponentially, and the transition to a knowledge-based era has been
dependent on knowledge management and intellectual capital (Xian et al., 2017). McGrath
(2006) believes that human resource management systems can create special economic values
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in organizations that require knowledge management in the organization to achieve these
values, so it can be concluded that human resource management and knowledge management
completes each other in organizations (Modiri, 2017).
In order to expand knowledge management and achieve its goals in an organization, a
series of processes will be needed to make knowledge-based activities in each organization and
the employees of that organization will become knowledge-based employees, which means
using knowledge in doing things and processes is one of the most important priorities of every
person in the organization. Therefore, human resource management works as a prerequisite for
the development of knowledge management in organizations and executive organizations in
our country, and a dynamic, continuous and effective educational system is needed to
institutionalize knowledge in these organizations to use modern management tools, advanced
techniques and technology to increase the scientific level and awareness of people in the
organization due to rapid changes in today's world, which again efficient and dynamic human
resource management can largely meet these expectations (Yazdanshenas et al., 2017).
The optimal quality of decisions in the organization in general and in government
organizations in particular, depends on the nature of the quality of knowledge that is used, and
the more up-to-date and appropriate this knowledge is, more appropriate decisions can be
expected. The scope of these decisions is more important and necessary in the field of human
resource management (Moghadam et al., 2017).
Many executive organizations in the country provide services to citizens relatively, that
many of them are for the well-being of citizens, and some executive agencies also provide
special services to some classes of society that are different according to the job and business
and of individuals. However, the executive organizations are the place where the people of the
organization interact as the organization's human resources and the people who referred to the
organization are considered as the client, that for both sides of this interaction the knowledge
management is necessary, and if either of these two groups do not benefit from knowledge
management, that organization will certainly not achieve its major goals (Sepahvand et al.,
2017).
With regard to the increasing changes in human societies and the changes in the
organizations' stockholders, it seems that providing a single version of the human resource
management model based on knowledge management for all countries and organizations cannot
be accountable (Longenecker et al., 2018) and using a local model largely fills the gaps, and
despite the application of knowledge-based human resource management models and models
in today's organizations, the concept of its dimensions and components has not yet been
properly defined, and this issue is more evident in public sectors than in other sectors
(Subhanipour et al., 2018).
In Iran, the policies and programs of reforming the administrative system of the country,
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which are in accordance with the Civil Service Management Law and the five-year development
plans of the country and have been developed and approved under the general policies of the
Supreme Leader's Administrative System and communicated to the executive organizations are
clear but the executive organizations behaves differently in implementing the rules and these
policies, and in many cases the executive organization managers pay attention to the non-
implementation of these policies in their own organization (Subhanipour et al., 2018; Abolfathi
et al., 2017; Sifollahi et al., 2018).
Methodology
This research is applied in terms of purpose and its method is survey research. The
nature of this research is descriptive with correlation type. The statistical population includes
two groups; 1) experts that are familiar with the field of human resource management and have
scientific research and articles related to the research topic, availability, experience,
appropriateness of the study field, Ph.D. degree, engagement in teaching at the university,
which in this research, in the design section of providing a human resource management model
based on the knowledge management of the executive organizations of Sari was used. In order
to choose a suitable sample from the community of experts and university professors, 15
individuals were selected using non-random sampling method; 2. Employees that are working
in the executive organizations of Sari (29.697 individuals, who are the staff of Sari government
organizations and using Cochran's formula 400 people from 52 executive organizations were
selected by random cluster sampling method. In this research, a questionnaire was used to
collect the required data: the questionnaire of designing and approving model is consisted of 21
five-option questions about human resource management and 11 questions about knowledge
management, that after obtaining the opinion of experts the number of human management
resource items changed to 18 and knowledge management items changed to 8. The human
resource management questionnaire consists of 54 five-option questions (completely agree to
completely disagree) and it is shown in Table 1.
Table 1
Characteristics of Human Resource Management Questionnaire
Component
Dimensions
Structure
Human resource
management
Employment and
selection
Power and science
Courage and decisiveness
Compassion and love for
job
Appointment of staff
Taking responsibility
Honesty and commitment
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Work experience
Employee development
and maintenance
Develop communication
and professional skills
Empowering employees
Employability and self-
efficacy
Staff education and
improvement
Training employee (in-
service training)
Organizational learning
Work life quality
Evaluating the
performance of staff
Observance of discipline
at work
Collaboration at work
Improve work
performance
Employee service
compensation
Competency-based
payments
Merit-based promotion
Payments based on the
customers' satisfaction
The Knowledge Management Questionnaire consists of 24 five-option questions
(completely agree to completely disagree) according to (Table 2).
Table 2
The Characteristics of Knowledge Management Questionnaire
Row
Component
Dimensions
Structure
Operational criteria
of structures
Knowledge
management
Knowledge creation
Developing
organization's
services quality
(1-3) indicators
Developing
organizational
innovation
(4-6) indicators
Knowledge sharing
Organizational
development
(7-9) indicators
Development of
individual
knowledge
(10-12) indicators
Using knowledge
Organizational
capability
(13-15) indicators
Organizational
productivity
(16-18) indicators
Knowledge storage
Transparency and
accountability
(19-21) indicators
Customer
satisfaction
(22-24) indicators
In this research, the questionnaires were confirmed by 15 experts in terms of face and
conceptual validity and then to measure its content validity, content validity ratio or CVR
method was used. The formula of this method is as follows:
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Where N represents the total number of respondents' specialists and n
e
is the number of
professionals who have approved the item. The CVR value can be calculated for all indicators
and factors. The CVR value can fluctuate between -1 and +1. Therefore, if the CVR is closer to
one, more respondents consider the material appropriate. In this study, the validity of Human
Resource Management-Based Questionnaire and Knowledge Management Questionnaire were
determined by 15 experts and professors of the university, that the validity of human resource
management was determined to be 97.4 % and the validity of knowledge management
questionnaire was 95.1 %. Cronbach's alpha coefficient of the variables was estimated to be
above 0.7, indicating the items internal consistency and confirmation of reliability. In order to
analyze the data, path analysis and structural equation modeling were used using Lisrel
software.
Results
Path analysis model in order to examine the relationship between human resource
management and knowledge management
Figure 1. Results of Confirming the Final Model of the Relationship between
the Main Components of the Research
2
2
N
N
n
CVR
e
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Figure 2. t-value Statistic of the Results of Confirming Final Model of the Relationship between
the Main Components of the Research
Hypothesis 1: There is a significant relationship between human resource management
and knowledge management in the executive organizations of Sari.
Based on (Figure 1) and (Figure 2), the power of relationship between human resource
management and knowledge management variables is calculated to be 0.48, which shows that
the correlation is strong and desirable. The t-test statistic is also 4.49, which is greater than the
critical value of t at the error level of 5%, i.e., 1.96, and shows that the observed correlation is
significant.
According to (Table 3), the root mean square error of approximation (RMSEA) is 0.038,
the value of normalized chi-square (CMIN / DF) is 2.085, and the value of goodness of fit index
(GFI) is 0.96 which indicates the suitability of the proposed research model.
Table 3
Indicators of the Main Research Model Fit
Indicator
Reported value
Acceptable
level
root mean square error of approximation
(RMESA)
0.038
≤ 1
Normalized Chi-square (CMIN/DF)
2.085
≤3
Goodness of fit index (GFI)
0.96
≥ 0.9
Adjusted goodness of fit index (AGFI)
0.97
≥ 0.9
Comparative fit index (CFI)
0.98
≥ 0.9
Normalized fit index (NFI)
0.97
≥ 0.9
Tucker-Lewis index (TLI)
0.96
≥ 0.9
Incremental fit index (IFI)
0.97
≥ 0.9
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The Final Structural Equation Model to Examine the Relationship between Human
Resource Management and Knowledge Management Components
Figure 3. Results of Confirming the Final Model of the Relationship between Human Resource
Management and Knowledge Management Components
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Figure 4. t-value Statistics of the Results of Confirming Final Model of the Relationship
between Human Resource Management and Knowledge Management Components
Based on (Figure 3) and (Figure 4), the sub-hypotheses tests are as follows:
Sub-hypothesis 1: There is a significant relationship between recruitment and selection
and knowledge management in the executive organizations of Sari.
The strength of the relationship between the variables of recruitment and selection with
knowledge management has been calculated to be 0.35, which shows that the correlation is
strong and desirable. The t-test statistic is 3.47, which is higher than the critical value of t at the
error level of 5%, i.e., 1.96, and shows that the observed correlation is significant.
Sub-hypothesis 2: There is a significant relationship between the appointment of
employees and knowledge management in the executive organizations of Sari.
The strength of the relationship between employee appointment variables and
knowledge management is calculated to be 0.63, which shows that the correlation is strong and
desirable. The t-test statistic is 6.22, which is greater than the critical value of t at the error level
of 5%, i.e., 1.96, and shows that the observed correlation is significant.
Sub-hypothesis 3: There is a significant relationship between employee development
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and maintenance and knowledge management in the executive organizations of Sari.
The strength of the relationship between the variables of employee development and
retention with knowledge management is calculated to be 0.94, which indicates that the
correlation is strong and desirable. The t-test statistic is 10.67, which is larger than the critical
value of t at the error level of 5%, i.e., 1.96, and shows that the observed correlation is
significant.
Sub-hypothesis 4: There is a significant relationship between staff education and
improvement with knowledge management in the executive organizations of Sari.
The strength of the relationship between the variables of employee education and
improvement with knowledge management is calculated to be 0.52, which shows that the
correlation is strong and desirable. The t-test statistic is 5.26, which is larger than the critical
value of t at the error level of 5% that is 1.96, and shows that the observed correlation is
significant.
Sub-hypothesis 5: There is a significant relationship between employee performance
assessment and knowledge management in Sari executive organizations.
The strength of the relationship between employee performance appraisal variables and
knowledge management has been calculated to be 0.72, which indicates a strong and desirable
correlation. The t-test statistic is 7.67, which is higher than the critical value of t at the error
level of 5% that is1.96, and shows that the observed correlation is significant.
Sub-hypothesis 6: There is a significant relationship between compensation of
employees' services and knowledge management in the executive organizations of Sari.
The strength of the relationship between employee service compensation variables and
knowledge management was calculated to be 0.47, which shows that the correlation is strong
and desirable. The t-test statistic is 4.49, which is higher than the critical value of t at the error
level of 5% that is 1.96, and shows that the observed correlation is significant.
According to (Table 4), the root mean square error of approximation (RMESA) is 0.018,
the normalized Chi-square value (CMIN / DF) is equal to 1.891, and the value of goodness of
fit index (GFI) is 0.96 which shows the suitability of the proposed research model.
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Table 4
Fit Indicators of the Main Research Model
Indicator
Reported
value
Acceptable
level
Root mean square error of approximation
(RMESA)
0.018
≤ 1
Normalized Chi-square (CMIN/DF)
1.891
≤3
Goodness of fit index (GFI)
0.96
≥ 0.9
Adjusted goodness of fit index (AGFI)
0.96
≥ 0.9
Comparative fit index (CFI)
0.99
≥ 0.9
Normalized fit index (NFI)
0.96
≥ 0.9
Tucker-Lewis index (TLI)
0.96
≥ 0.9
Incremental fit index (IFI)
0.95
≥ 0.9
Discussion
Based on the correlation results and strength of the relationship between the two
variables of human resource management and knowledge management was desirable and these
results are consistent with the findings of Rajabi et al. (2016) and Hashemi et al. (2016). In
explaining this finding, it can be said that manpower is the main factor in creating a competitive
advantage for the organization. Human resource management is a way to make decisions about
the organization's goals and plans, and in this regard, it considers the needs of human capital
and also the development of process capabilities and plays a key role in managing
organizational knowledge, and as a vital activating element in organizations is considered to
create value and maintain a sustainable competitive advantage in today's complicated and
changing environment. Organizations that are more innovative in developing human resource
management and, of course, knowledge management are more responsive to the environment
and will be more successful than other competitors and organizations. Therefore, it can be noted
that human resource management and knowledge management as two coordinator components
play a decisive role in the competitiveness of the organization and organizations that notice to
these subjects, i.e., human resources and knowledge management, will certainly achieve their
desired development and excellence.
Based on the correlation and strength results, the relationship between the two variables
of recruitment and selection with knowledge management is desirable, and these results are in
consistent with the findings of Sons (2016) and Kianto et al. (2017). In explaining this finding,
it can be said that internal promotion policy is one of the main sources of employment and tools
such as management skills inventory, replacement table and succession plan and attention to
knowledge management are the tools that organizational officials can make the necessary
appointments by referring to them when needed. However, this policy should not prioritize the
existing employees for the vacant position, rather when there is no suitable workforce for the
inside job; it is necessary to choose a workforce from outside of the organization. It can also be
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concluded that the inventory list of skills within the organization should be considered first, but
it should always be noted that this type of policy with all the advantages has disadvantages that
should be also considered and in some cases the use of promotion policy prevents the progress
and development of the organization.
Based on the correlation and strength results, the relationship between the two variables
of employee appointment and knowledge management is desirable, and these results are in
consistent with the findings of Jacobs (2017) and Sang (2016). Therefore, it can be said that
promotion and appointment of the most competent manpower accurately and purposefully is
one of the main factors that leads to the success of an organization. Competent human resourcer
can make the best use of available resources with its power of thought. Making decision about
assigning and promoting employees with regard to the issue of competency is considered as
one other up-to-date issues in organizations. One of the biggest concerns of wise managers is
choosing and appointing the right people in the right place with their organizational skills. The
experienced manager considers the organization as a chessboard, the first logical step of which
is to arrange the pieces correctly. He knows that each of the chess pieces has a specific and
different function and some of them are not a good substitute for each other. Therefore,
experienced managers cleverly adapt the position of individuals to their experience and
knowledge and consciously consider that failure to comply with this issue can have irreparable
consequences. Based on this, it can be said that in appointing employees, paying attention to
knowledge management can have a significant impact on the success of the organization and
as a result, the effective performance of the organization's employees.
Based on the correlation and strength results, the relationship between the two variables
of employee development and maintenance with knowledge management is desirable, and these
results are consistent with the findings of Matošková & Směšná (2018) and Yong (2019). In
explaining this finding, it can be said that human capital, which is considered to be one of the
most effective tools for organizational empowerment, is done simultaneously by the
administrative affairs manager. Of course, in many cases, not only administration goes well,
but also things related to organizational resources are not productive, and most employees are
unhappy with the imposed unpleasant consequences. In such a collection, employees are
constantly complaining about errors in attendance lists, miscalculations of overtime hours,
vacations and administrative missions, and the ongoing irregularities they face due to lack of
accountability and unprofessional treatment of those concerned. In these cases, the
administrative officer ignores his / her duties and responsibilities due to lack of control over the
affairs and leaves the responsibility and consequences of matters that are solely the
responsibility of the administrative and office staff to other employees (Huang, 2017).
Therefore, in order to develop and keep the organization's human resources and improve its
programs, knowledge management in the organization must be strengthened in order to prevent
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inconsistencies as much as possible.
Conclusion
Based on the results, it was found that the correlation and strength of the relationship
between the two variables of employee service compensation with knowledge management is
desirable and these results are in consistent with the findings of Soo et al. (2016) and Budiarti,
(2017). In explaining this finding, we can say that hiring and retaining qualified employees is a
common goal shared by many employers. To some extent, the availability and cost of qualified
applicants for open positions is determined by market factors and are beyond the control of the
employer. While an employer can set compensation to compensate for new hires and propagate
it for salary range advertising, and it will be done in the context of other employers seeking
employment in the same applicant pool. Spirituality and job satisfaction are under the effect of
compensation. There is often a balance between the monetary value that the employer wants to
pay and the value that is felt as a worker. Organizational policies of compensating financial
services are effective. Some Organizations set policies in a way that are leading in terms of
payment in the community. Some try to have a moderate position in the labor market, and some
may have a follow-up policy. Leading organizations professionals in terms of payment expect
to reduce the costs of a manufacturing unit by labor costs because they have concluded that they
are able to attract people with high expertise and analysis. So knowledge management is one of
the most important principles of employee service compensation.
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