Employee Engagement & HR Articles

Human Resources in UNDP, A People Centred Strategy 2008 – 2011: A Critical Review

UNDP is the United Nation’s global development network programme. It campaigns for change through development and utilization of knowledge and resources in order to help people build a better life.

UNDP focuses on Human Rights, Public Administration, Parliamentary Development, Local Governance, Electoral Systems and Processes, Anti-Corruption, Access to Justice and Rule of Law and Access to Information and E-Governance. UNDP employees 7,900 people spread across 166 nations, and deals with over 25,000 non-staff project personnel on service contracts (HR in UNDP, 2008 – 2011).

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Review of Knowledge Management in International Organizations

There has been an extensive research on knowledge and knowledge management in the past decade (Bontis and Serenko, 2009; Marymalavi and Leidner, 2006; Serenko and Bontis, 2009). As a result of growing knowledge economy, knowledge management has evolved into an independent academic field attracting many researchers to begin examining knowledge management and knowledge management system (Zhenzhong and Kuo-Hsun). In reality it applies to the private sector and limited research has been done on the public sector (cf. Willem and Buelens, 2007), due to being considered as less important as result of fixed employment within the public sector (Claudia Ringel & Marc Ringel, 2010). It’s even less when it comes to the examination of knowledge management in international organizations where only few pieces of work can be found (Claudia Ringel & Marc Ringel, 2010); in fact according to Claudia and Marc Ringel, 2010, their work was the first to look into information and knowledge management in international organization.

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HR practice on Iran’s Electronic industry

Electronic industry needs innovation to survive, and also to compete internationally. This study examines factors that can enhance technical innovation of companies in the electronic industry of Iran. The main purpose of this study is to examine the relationship between human resource management practices, transformational leadership, knowledge sharing, and innovation of the large and major electronic companies.

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HR and KM in Malaysian Universities

Knowledge sharing is one of the important factors in knowledge-based industries due to the fact that knowledge sharing can result in knowledge creation (Noanaka, Umemoto, & Seonoo, 1996) and innovation (Kamsak & Bulutlar, 2010; Wang & Wang, 2012). Thus, by considering that innovation can impact different dimensions of performance (financial and non-financial), (Cohen, 2010), increasing knowledge sharing is one of the necessities in any type of company. Knowledge sharing can be relevant to individual tendency for donating and collecting knowledge (Van Den Hoof & De Ridder, 2004)

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Performance and HR practice

One of the most famous concepts in strategic human resource management (SHRM) is human resource management (HRM) practices. Various researches by famous scholars have shown that HRM practices have the potential to affect organizational performance. Besides, performance of an organization has different aspects for example balanced scorecard (BSC) considers four perspectives for performance and they are Financial, Customer, Internal Process and Learning and Growth.

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