The Role of Human Resource Management in Building Knowledge Management Capacity in South African Public Sector Enterprises

Abstract

The study investigated the role of Human Resource Management (HRM) in building Knowledge Management (KM) capacity in South African public sector enterprises. Research shows that HRM divisions' role in building knowledge management capacity in Public Sector Enterprises (PSEs) is underdeveloped and they face common challenges such as tacit knowledge loss risks, leading to criticism of HRM for not effectively fostering knowledge-driven organisational practices and cultures. In order to address this gap, this paper explored the perception of HRM's role in building knowledge management capabilities; the extent to which HRM supports Knowledge Management in PSEs; the close collaboration between HR managers and knowledge management practitioners; and key practices that enhance knowledge management capabilities in these enterprises. The study utilised a qualitative research design, conducting in-depth interviews with 20 human resource (HR) managers from 9 public sector enterprises in South Africa. The interview data was analysed for its thematic content using Atlas.ti. Human Resource Management plays a crucial role in knowledge management, particularly in public sector enterprises in the South African economy, albeit with some serious shortcomings. However, it is often considered last in the process due to a lack of understanding of the philosophy behind knowledge management, as well as a lack of synergy between HRM and KM functions. Nevertheless, on a positive note, HR managers believe that their practices can enhance knowledge management capability in public sector enterprises by facilitating critical processes like knowledge acquisition, application, sharing, and retention, regardless of whether they have a Knowledge Management function. The researcher recommends implementing knowledge-oriented HRM methods in South African public sector enterprises to improve knowledge management efficiency and capacity development. This paper may pave the way for future research in the field of knowledge management on a more thorough examination of the connections between HRM and KM in PSEs in South Africa and, more generally, in developing economies, since the impact or function of HRM on KM capacity has not been extensively empirically studied in the South African public sector.