Results and findings on Influence of knowledge management on employee performance
BUSI 240-Organizational Behavior 1
Liberty University
2022
Influence of knowledge management on employee performance
The study sought to establish the influence of knowledge management on employee
performance. Table 4.16 shows that 53(35.33%) of the study respondents, strongly
disagreed that they have necessary manuals and tools to enable them do their job while a
few 5(3.33%) of the study respondents, indicated that they strongly agree that they have
necessary tools and manuals. The study indicator, knowledge acquisition had a mean of
2.59 and SD of 1.36, implying that most firms in PSI, do not promote knowledge
acquisition. The study result concurs with that of Esin (2011) who conducted a study on job
satisfaction of private security guards, and found that 39.6% of the respondents indicated
that they have adequate tools while 28% did not determine whether tools and manuals they
have are adequate. However, Ouma (2014) carried out a study to establish the effect of
remuneration in private security companies on the control of property crimes in Urban
Areas in Kenya and found that 14(35%) of the security guards commit property crime due
to lack of knowledge.
The study results summarised in Table 4.16 shows that majority 71(47.33%) of the study
respondents, agreed that the firms promote both tacit and explicit knowledge dissemination
approaches, while a few 6(4%) of the study respondents, indicated that their firms never
promote knowledge dissemination. Knowledge dissemination had a mean of 4.01 and
SD of 1.12. The study results implies that the PSI firm’s have good mechanisms for
knowledge dissemination. Nekesa (2015) conducted a study to establish the effect of intra-
firm institutionalization of explicit knowledge on employee performance in the energy
sector organizations in Kenya. The study found that 52% of the respondents agree that
creativity and new knowledge is valued in the organizations.
The study results presented in Table 4.16 also shows that 76(51.01%) of the study
respondents, agreed that team work is encouraged and facilitated in PSI together with other
relevant public law reinforcement officers. A few 5(3.36%) of the study respondents,
indicated that they strongly agree there is collaboration. Collaboration in knowledge
management had a mean of 3.23 and SD of 1.10. Mansoor and Hassan (2016) noted
that key indicators of knowledge management such as teamwork and collaboration
contribute to 64.3% of employee performance.
The results given in Table 4.16 also shows that majority (50%) of the study
respondents, agreed that best practices and tips are shared and circulated. A few (6%) of the
respondents indicated that best practices and tips are never shared in the PSI. The study
reveals that knowledge sharing had a mean of 3.9 and a SD of 1.10, implying that
knowledge sharing is embraced by the firms and employees. The study results concurs with
that of Nekesa (2015) who found 75.6% of the study respondents agreed that knowledge
sharing with others helps one to perform better in their work. Deloitte (2017) indicated
that knowledge sharing is the new rule and that knowledge work will continue to accelerate
and become widely deployed and adopted.
The study results also shows that 77(51.68%) of the study respondents strongly disagreed
that effective Knowledge Management Systems (KMSs) are in place to assist in gathering
relevant and accurate information available to all employees. A few 4(2.68%) of the
respondents indicated that KMSs are never used in collecting information and making it
available to all employees. The IT systems as an indicator had a mean of 2.12 and SD of
1.37. The study results concurs with the study results by Lim and Angela(2016) who
carried out a study on an exploratory study on the use of knowledge management system
and employee perception on organizational knowledge sharing and reuse, and found that in
32 in 37 study respondents use KMSs.
However, the study found that some jobs do not require the use of KMSs at all, with 54%
of the employees interviewed indicated they use KMSs moderately, 24% indicates that they
use KMS lightly and only 8% are heavy users of KMSs. The study results by Yasir et al
(2013) found that knowledge management improves employee performance by 45 per cent.
Based on the study results, knowledge management is a key driver of employee
performance.
Knowledge Management and Employee Performance
Knowledge
management
N
SA
%
A
%
N
%
D
%
SD
%
Mean SD
Acquisition 150 3.33 38 8.67 14.67 53.33 2.59 1.36
Dissemination 150 36.67 47.33
4
4.67 7.33 4.01 1.12
Collaboration 149 3.36 51.01 16.11 24.83 4.70 3.23 1.02
Info sharing 150 30 50
6 8 6
3.9 1.10
IT systems 149 3.36 25.50 2.68 16.78 51.68 2.12 1.37
Qualitative Analysis of Knowledge Management and Employee Performance.
First, the study respondents were also asked to state which relevant tools they may
need to be able to carry out their duties effectively. Majority of the study respondents
66(48.89%) indicated that they need protective gears such as jackets, raincoats,
helmets and good staff uniforms, 23(17.04%) of the PSGs interviewed indicated
that they need whistles while 19(14.07) indicated that they need screening gadgets
that are in good condition. Only 5(3.70%) of the respondents interviewed indicated
that they need CCTV and computers at the reception. Majority 66(48.89%) of the
respondents indicated that the CCTV are available in most of the buildings hence
enhancing their service delivery. The results concur with that of Ouma (2014) who
indicated that to improve collaboration, 5(12.5%) of the security guards prefer alarm
services and CCTV rather than guarding. Table 4.17 shows the working tools that
the PSGs, who respondent to the study require.
Working tools and protective gears
Working tools and protective gears Frequency Percentage
Whistle 23 17.04
Traditional baton(rungus)
9
6.67
CCTV/computer at the reception
5
3.70
Screening gadgets 19 14.07
Protective gears and staff uniforms 66 48.89
Radio calls and alarm; 11 8.15
Emergency vehicles/Panic buttons for emergency responses
1
0.74
First Aid Kit
1
0.74
Total 135 100
Second, the study respondents were asked to state why they think that knowledge
management enhances employee performance. Figure 4.8 shows that majority 43(29.25%)
of the respondents indicated that knowledge management enhances both individual and
organization learning, 29(19.73%) indicated that knowledge management enhances
employee performance, while 25(17.01%) indicated that knowledge management helps in
decisions making. In addition, 24(16.33%) of the study respondents indicated that
knowledge management facilitates knowledge sharing and awareness creation, 10(6.80%)
indicated that knowledge management provides relevant information needed by employees,
and 10(6.80%) indicated that knowledge management promotes team work. A few
6(4.08%) of the study respondents indicated that knowledge management improves public
relations. Wadhwa and Primoo (2015) found that information sharing contributes in
enhancing performance by 24%, and IT systems enhances employee performance by 22%.
Benefits of Knowledge Management
Respondent’s views on the benefits of knowledge management
