AN EMPIRICAL STUDY OF PROJECT

MANAGERS IN IT INDUSTRY
 PRESENTED BY

Prof. ARUNA ADARSH &

SAVITHA.M.

JSS CENTER FOR MANAGEMENT STUDIES,

SRI JAYACHAMARAJENDRA COLLEGE OF ENGINEERING,
MYSORE.
 INTRODUCTION

 LITERATURE REVIEW

 RESEARCH DESIGN

 CONCEPTUAL MODEL AND HYPOTHESES

 ANALYSIS

 LIMITATIONS

 IMPLICATIONS AND CONCLUSIONS

 KNOWLEDGE
 A key engine of production & basis for individual and
organisational competence

 Rapid development- Knowledge Management discourse

tended to be Information Technology driven -Issue of
managing knowledge workers, who can be viewed as ‘the
ultimate knowledge creators and bearers’

 HRM theory -paid little attention to the HR implications of

managing knowledge assets towards achieving knowledge
sharing optimisation.
 Knowledge sharing cannot be forced- it can only be
encouraged or facilitated.
 HR practices recognised as essential for the
facilitation of the knowledge sharing within an
organisation
 The application of selection criteria,
 Training and development activities,
 Reward and performance appraisal system, job
definitions,
 Job rotation, and
 communication systems.
1. To study the influence of social climate on the

knowledge sharing behaviour.

2. To study the influence of willingness to share

on knowledge sharing behaviour.

3. To study the influence of Human Resource

Practices on social climate, willingness to share

and the knowledge sharing behaviour.

 Scope of the study
The study was conducted in the city of
Mysore, considering the responses from project
managers employed in IT companies in Mysore
and Bangalore.
 An exploratory study
 structured questionnaire – maintaining the
respondents’ anonymity
 80 respondents employed in five different
organisations of IT industry
TITLE OF THE AUTHORS OBJECTIVE DRAWINGS
PAPER

Social capital is viewed as

an important multi-faceted
A Social Capital To contribute theoretically to the debate factor that is likely to
Angelos
Perspective on the on the emergent role of HR practices in mediate the impact of HR
Alexopoulos
Role of Human intra-organisational knowledge sharing practices on the level and
and Kathy
Resource Practices in within quality of knowledge
Monks
Intraorganisational knowledge-intensive firms. sharing taking place within
(2004)
Knowledge Sharing knowledge intensive
business environments.

To explore how knowledge exchange can knowledge work is best

be conceptualized as going on in four facilitated in organic and
Facilitating Peter Holdt distinct situations of exchange informal settings such as,
Knowledge Sharing: Christensen denominated organizational exchange for instance, communities
A Conceptual (2006) yielding extrinsic rewards, organizational of practices assimilating
Framework” exchange yielding intrinsic rewards, social exchanges
financial exchange,& social exchange.

MNCs may consider

applying different
What human resource management expatriation practices
Dana B. (HRM) practices could MNCs employ to depending on whether the
HRM Practices and
enhance knowledge transfer from the
Knowledge Transfer Minbaeva aim is to increase
headquarters to the overseas subsidiaries
in MNCs (2007) and in which combination? expatriates’ willingness or
ability to transfer
knowledge to the
TITLE OF THE AUTHORS OBJECTIVE DRAWINGS
PAPER

people management
HR Practices, Social to understand the effects of HR practices, practices, as perceived by
core knowledge employees,
Climate, and Angelos as experienced by employees, on their
are associated strongly
Knowledge Alexopoulos perceptions of organisational social climate with shared perceptions of
Flows: Towards Social Kathy Monks of teamwork and cooperation and, by an organisational social
Resources (2008) extension, on knowledge sharing attitudes climate that favours
Management and behaviour. cooperative relations and
teamwork orientation

Extrinsic rewards increase

knowledge sharing.
When perceived
competence is high,
To understand whether extrinsic rewards extrinsic rewards will lead
The Effect of Extrinsic for knowledge sharing increase knowledge to more self-determined
Nikki
Rewards on sharing among team members and motivation than when
Shoemaker
Knowledge Sharing in whether certain conditions can motivate perceived competence is not
(2011)
a Team Setting employees’ continued knowledge-sharing high.
behaviour. When autonomy is high,
extrinsic rewards will lead
to more self-determined
motivation than when
autonomy is not high.
TITLE OF THE PAPER AUTHORS OBJECTIVE DRAWINGS

Creating a culture that enables

knowledge sharing in an
organisation as Culture is the
Book by Balaji integrated pattern of human
Knowledge sharing – a Poonkundran Aimed at investigating
behaviour that includes
knowledge sharing and
good beginning within you (2005) thought, speech, action, and
learning mechanisms,.
artefacts & depends on man’s
capacity for learning and
transmitting knowledge to
succeeding
 Statistical tools:
 KMO Bartlett's Test - to test the adequacy of the
sample

 Factor analysis – to find out those variables that

are more related to the study

 Correlation analysis - to analyse whether there

exists relationships as taken in the conceptual
model.
Selection &
Socialisation

Social
Training &
climate
development
for sharing

Knowledge
Sharing
Rewards Behaviour

Performance Willingness
Appraisal to Share

Communication
systems
 H1: there is a significant relation between social climate to share and
knowledge sharing behaviour

 H2: There is a significant relation between willingness to share knowledge

and knowledge sharing behaviour.

 H3: There is a significant relation between social climate to share and

willingness to share

 H4a: There is a significant relation between selection and socialisation and

social climate to share.

 H4b: There is a significant relation between selection and socialisation and

willingness to share knowledge.

 H5a: There is a significant relation between training and development

activities and social climate to share.
 H5b: There is a significant relation between training and development activities
and willingness to share.

 H6a: There is a significant relation between reward systems and social climate
to share.

 H6b: There is a significant relation between reward systems and willingness to

share knowledge

 H7a: There is a significant relation between performance appraisal systems

and social climate to share.

 H7b: There is a significant relation between performance appraisal systems

and willingness to share knowledge.

 H8a: There is a significant relation between communication system and social

climate to share of the organisation

 H8b: There is a significant relation between communication system and

willingness to share knowledge among the colleagues.
Variables 1 2 3 4 5 6 7 8

1. Selection and 0.731 .338** 0.255* -.191 .577** .369** .368** .354**
socialisation
2.Training and 0.725 .011 -.337** .599** .561** .327** .327**
development activities

3. Reward systems 0.713 0.241* 0.421** 0.252* 0.310** 0.265*

4. Performance appraisal 0.729 -.178 -.225* -.025 -.056

systems
5.Communication system 0.861 .574** .402** .564**

6. Social climate to share 0.707 .386** .492**

7. Willingness to share 0.755 .506**

knowledge
8. Knowledge sharing 0.867
behaviour
 No true responses
 Sample only consists of 80 from five large scale
organisations since the in IT sector,
 Future researches may consider using data
from other sectors considering the responses
of knowledge professional
 Reason for the variables that did not account
for the positive influence of knowledge sharing
behaviour could not be identified due to time
constraints
 Social climate in knowledge sharing is central to its occurrence

 actions are based on how the organisation’s sociable climate

encourages teamwork and allows considerable opportunity
for employees to interact with each other

 Out of the five human resource practices suggested in the

model, performance appraisal systems prove having a
negative correlation with the social climate and willingness to
share knowledge.
 also negatively correlated with the knowledge sharing behaviour
 High-performance HR practices may foster amiable
work environment and employees’ intentions to share
knowledge
 Integrate formal practices with specific knowledge-
management initiatives to allow the conception of new
knowledge.
 adds to the knowledge in the field by identifying some
organisational variables that may determine
individuals’ engagement in intra-organisational
knowledge sharing, as well as the impact of these
variables on the success of knowledge sharing