Impact of Knowledge Management on Employee Performance and Satisfaction
DOI:
https://doi.org/10.47941/ejikm.2065Keywords:
Knowledge Management, Employee Performance, Employee Satisfaction, Organizational Culture, Technological SystemsAbstract
Purpose: The study sought to investigate the impact of knowledge management on employee performance and satisfaction.
Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library.
Findings: The findings reveal that there exists a contextual and methodological gap relating to knowledge management on employee performance and satisfaction. Preliminary empirical review revealed that effective Knowledge Management (KM) practices significantly enhanced employee performance and satisfaction. It found that robust KM systems improved access to information, leading to increased productivity and efficiency. Additionally, KM practices fostered a supportive work environment, reducing job-related stress and promoting job satisfaction. The research emphasized the importance of aligning KM with organizational culture and leadership, highlighting that supportive leaders and a culture of continuous learning and knowledge sharing were crucial for maximizing KM benefits. Overall, the study demonstrated that prioritizing KM could transform organizational dynamics and create a competitive advantage.
Unique Contribution to Theory, Practice and Policy:
The Resource Based View (RBV), Social Exchange Theory (SET) and Expectancy Theory may be used to anchor future studies on the impact of knowledge management on employee performance and satisfaction. This study o made significant contributions to theory, practice, and policy. It extended existing theories by linking knowledge management with employee outcomes, provided practical insights for managers to enhance performance through robust systems and training, and recommended policies promoting knowledge-driven organizations. Strategically, it advised organizations to align knowledge management with long-term goals and develop comprehensive plans, while technologically, it emphasized investing in advanced, secure systems. Culturally, it highlighted the importance of fostering a knowledge-sharing environment to maximize the benefits of knowledge management on employee satisfaction and performance.
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