The Impact of Knowledge Management (KM) Strategies on Employee Job  Satisfaction: A Study of RMG in Bangladesh

The Impact of Knowledge Management (KM) Strategies on Employee Job Satisfaction: A Study of RMG in Bangladesh

Md. Hasan Mia

Contact

Md. Abdul Kayum Chowdhuary

Contact

University of Dhaka

The Impact of Knowledge Management (KM) Strategies on Employee Job Satisfaction: A Study of RMG in Bangladesh

Article Fingerprint

ReserarchID

RW296

The Impact of Knowledge Management (KM) Strategies on Employee Job Satisfaction: A Study of RMG in Bangladesh Banner

AI TAKEAWAY

Connecting with the Eternal Ground

Abstract

Knowledge management (KM) strategy is a crucial part of personnel management and retention of talents. This paper aims at identifying the impact and relation of knowledge management on employee satisfaction. The study is based on hypothesis and the data was collected by a questionnaire survey from 35 employees of reputed garments organization of Bangladesh. Satisfactions rely on factors like compensation structure, user friendly, relation with co-worker, autonomy, workload etc. The core findings of the study is codified strategy is more user friendly, but the practice of tacit strategy with proper incentives increase the overall satisfaction of employee though there are more workload. The employees are more comfortable with tacit strategy than codified strategy. The study is only focused on garments employee where KM strategy is widely practice all spheres of Human Resource Management (HRM). However, The paper reveal how KM strategy can increase employee satisfaction. The HR people and decision maker can understand and design appropriate KM strategy from this study. Therefore, organization also can manage and retain the talents by designing and applying findings of the study.

References

38 Cites in Article

Reference Format

D Adhikari (2010). Knowledge management in academic institutions.
H Athapaththu (2001). An Overview of Strategic Management: An Analysis of the Concepts and the Importance of Strategic Management.
Paul Brewerton,Lynne Millward (2001). Organizational Research Methods.
P Bridgman,G Davis (2004). The Australian Policy Handbook.
A Bryman (2001). Social Research Methods.
Y Choi (2005). Critical Factors in the Successful Implementation of Knowledge Management.
X Cong,K Pandya (2003). Issues of knowledge management in the public sector.
X Cong,K Pandya (2003). Issues of knowledge Management in public sector.
X Cong,R Li-Hua,G Stonehouse (2007). Knowledge Management in the Chinese Public Sector; Empirical Investigation.
Yahya Dadashkarimi,Amir Asl (2013). A Study on the Relation between Knowledge Management Strategies and Organization Performance (Case Study: ATA Airlines).
M Hansen,Nohria,T Tierney (1999). What’s Your Strategy for Managing Knowledge? Morten T. Hansen, Nitin Nohria, and Thomas Tierney.
Lewis Hill,Eleanor Von Ende (1994). Towards a Personal Knowledge of Economic History.
Andrew Inkpen,Adva Dinur (1998). Knowledge Management Processes and International Joint Ventures.
M Iranshahi (2007). Knowledge management in organizations: Interaction of technology and humans.
Bruce Kogut,Udo Zander (1993). Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation.
L Khanal,S Poudel (2017). Knowledge Management, Employee Satisfaction and Performance: Empirical Evidence from Nepal.
E Locke (1976). The nature and causes of job satisfaction.
M Marchington,A Wilkinson,Ackers,A Dundon (2001). Management Choice and Employee Voice.
R Mcadam,R Reid (2000). A comparison of public and private sector perception and use of knowledge management.
H Mintsberg (1994). The rise and falls of strategic planning.
J Murnighan,Donald Conlon (1991). The Dynamics of Intense Work Groups: A Study of British String Quartets.
(1884). murry, adv..
R Nelson,S Winter (1982). An evolutionary theory of economic change.
I Nunaka,T Hirotaka (2006). Japan, Moving Toward A More Advanced Knowledge Economy (Volume 2).
Kuei‐hsien Niu (2010). Knowledge management practices and organizational adaptation.
S Rajasekar,P Philominathan,V Chinnathambi (2013). Research Methodology.
T Ray,S Clegg,R Gordon (2004). A new look at dispersed leadership: power, knowledge and context.
J Schermerhorn,J Hunt,R Osborn (2005). Organizational Behavior.
Martin Schulz,Lloyd Jobe (2001). Codification and tacitness as knowledge management strategies: an empirical exploration.
D Singh (2012). Job Satisfaction among the Expatriates in the UAE.
Paul Spector (1997). Job Satisfaction: Application, Assessment, Causes, and Consequences.
J.-C Spender (1993). COMPETITIVE ADVANTAGE FROM TACIT KNOWLEDGE? UNPACKING THE CONCEPT AND ITS STRATEGIC IMPLICATIONS..
S Tan,H Teo,B Tan,K Wei (1998). Developing a preliminary framework for knowledge management in organization.
A Torkashvand (2002). IT Strategic Planning in Padideh Company.
R Whittington (2001). What is Strategy-and Does it Matter?.
Bradley Wright,Brian Davis (2003). Job Satisfaction In The Public Sector.
Rachid Zeffane,Mohamed Ibrahim,Rashid Al Mehairi (2008). Exploring the differential impact of job satisfaction on employee attendance and conduct.
W Zikmund,Others (2015). Publishing.

Download References

Funding

No external funding was declared for this work.

Conflict of Interest

The authors declare no conflict of interest.

Ethical Approval

No ethics committee approval was required for this article type.

Data Availability

Not applicable for this article.

How to Cite This Article

Md. Hasan Mia. 2021. \u201cThe Impact of Knowledge Management (KM) Strategies on Employee Job Satisfaction: A Study of RMG in Bangladesh\u201d. Global Journal of Management and Business Research - A: Administration & Management GJMBR-A Volume 21 (GJMBR Volume 21 Issue A7).

More Citation Formats

Select Citation Style:

Download Citation

GJMBR Volume 21 Issue A7

Explore Journals Explore Volume Read This Issue

Journal Specifications

Crossref Journal DOI 10.17406/GJMBR

Print ISSN 0975-5853

e-ISSN 2249-4588

Keywords

Not Found

Classification

GJMBR-A Classification JEL Code: J28

Submission ReceivedSeptember 15, 2021
Peer Review Double Blind
Handling Editor
Accepted September 30, 2021
Published October 15, 2021

Version of record

v1.2

Issue date

July 6, 2021

Language

Experiance in AR

Explore published articles in an immersive Augmented Reality environment. Our platform converts research papers into interactive 3D books, allowing readers to view and interact with content using AR and VR compatible devices.

View in VR

Read in 3D

Your published article is automatically converted into a realistic 3D book. Flip through pages and read research papers in a more engaging and interactive format.

View in 3D

Article Matrices

Total Views: 2103

Total Downloads: 933

2026 Trends

Our website is actively being updated, and changes may occur frequently. Please clear your browser cache if needed. For feedback or error reporting, please email [email protected]