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Anthony Olomolaiye BSc
Education
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Bachelor of science(BSc),
Obafemi Awolowo University,
Ile-Ife, Osun state, Nigeria
Research Interests
Human Resource Management and Knowledge ManagementResearch Title
Capitalising on Human Resource Aspects of Knowledge Management for Performance Improvement in Construction Organisations.Background of the research study
The construction industry can be viewed as complex; and its main product (i.e. projects) prototypical in nature. The industry is also made up of temporary coalitions of multidisciplinary teams that rely on experiences, requisite skills and knowledge (Egan, 1998; Egbu, 1999). In addition, the industry is perceived to be adversarial in nature, with a low level of trust amongst key professionals (Latham, 1994; Egan, 1998). The above characteristics of the industry are seen to impact on its competitiveness, productivity and profitability. This has led to the government's interest in seeking for radical change to effect improvement in the industry (Fairclough, 2002). Of paramount importance is the need to 'respect people' in an industry with an intricate core-periphery labour market (Hendry, 1995). The central thrust of any ascendant organisation is the people (Yahya and Goh, 2002); and organisations that succeed include the human resource (HR) function as a central focus in formulating competitive strategic business plans (King, 1995). Workforce management practice at the organisational level has undergone extensive change (Gunnigle and Moore, 1994). In recent years, human resource management (HRM), a domain of study that emerged about two decades ago, in UK, has been championing the course for people management as a resource just like land and capital (Storey, 1995; Kamoche, 2001). One of the core tenets of HRM is that when employees know that they matter, then the employer is assured that they will perform to the levels needed and beyond for the success of the organisation (Barratt and Georgides, 1994). This implies that HR issues like selection and recruitment, job security, training and development, team dynamics, health and safety, conflict resolution, performance appraisal and reward have to be strategically considered and treated with a great deal of care in any organisation (Cowlin and Mailer, 1990; Blyton and Turnbull, 1992). In particular, the interplay between trust and conflict which can magnify the distinct influences each bring to bear on project teams and knowledge sharing has to be fully investigated (Koskinen et al, 2003). In addition to the above concerns, there has been a fundamental shift to an entirely new form of economy - the knowledge-based economy (Wiig, 2000; Storey and Quintas, 2001). Knowledge, it would seem, has come to assume the prime role among the various factors of production (such as land, labour and capital). Its significance and importance is seen to eclipse these other factors of production. Knowledge has been recognised as the currency for organisational sustenance and competitive advantage (Wiig, 1997; Osterloh et al., 2002; ). The knowledge management (KM) 'territory', in recent years, appears to be dominated by two main factors - The proponents of information and communication technology (ICT), and the human resource (HR) views. The latter is now increasingly gaining more attention in recent years, especially in project-based industries, such as construction (Egbu, 1999; Scarbrough et al., 1999). Many scholars agree that tacit knowledge (that resides in humans and in organisational routines) is a more important resource for sustainable competitive advantage than explicit knowledge (Polanyi, 1962; Davenport and Prusak, 1998). As the shift towards a knowledge-based economy continues, a real meaning is beginning to be levelled at the phrase "people are our greatest asset" (Golzen, 1998). Since organisations increasingly compete through their know-how, they are increasingly dependent on the workers who supply such know-how (Skyrme, 1999). Nonaka and Takeuchi (1995) assert that an organisation cannot create knowledge by itself; it is the individual in the organisation that create knowledge. Little is known about the favourable circumstances that stimulate people in organisations to create, share or apply knowledge (Davenport and Prusak, 1998). The concepts and frameworks of HRM can be utilized to improve our understanding of what shapes the willingness (or reluctance) of workers to share their knowledge (Hislop, 2002). Storey and Quintas (2001) suggest that for KM to be effective, employees must be willing to share their knowledge and expertise. Knowledge is only created in an environment of trust (Kamoche, 2001). Without trust, knowledge initiatives can fail, even if the survival of the organisation depends on effective knowledge transfer (Davenport and Prusak, 1998). To tap into workers' knowledge, employers must let employees know that they value their expertise and aid them in communicating their knowledge by creating environments and systems for capturing, organising, and sharing knowledge throughout the organisation (Martinez, 1998). Also, the social construct of knowledge raises the issues of culture, as the organisation will have to undergo extensive behavioural, structural and cultural change if KM is to succeed in the organisation. However, whilst these factors have been deemed paramount, the critical analysis of their influence in the construction industry context has at best been superficial and at worst non-existent (Egbu, 1999; Scarbrough et al., 1999). This is the premise of this research. Knowledge management practices need to focus on the people while regarding technology as an enabling factor. It is important to improve awareness of the significance and challenges of HR issues on KM in construction organisations. In addition, the development of an appropriate framework that can provide support with assessing and/or measuring the impact of people issues on KM and on organisational performance should be of use to the construction industry.Research Objectives
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To identify the underlying philosophy of KM and HRM; and their interplay from both a general and construction industry perspective.
- To explore and document the challenges associated with effectively managing HR for KM improvements in construction organisations.
- To identify the main HR factors that promote and inhibit successful KM initiatives in construction organisation.
- To examine and document the complex ways in which the influence of HR issues on KM initiatives impact on organisational performances.
- To explore the extent to which organisational strategy, structure and culture affect the successful exploitation of HR issues for improved KM initiatives in construction industry.
- To identify and document the level of education and training needs/requirements of managers and staff, which is necessary for improved understanding of HR contribution to KM initiatives. This should lead to the development of an appropriate training programme to be used for continuing professional development (CPD).
- To develop and test a conceptual framework (and a prototype) "Productivity Measurement Criteria Applicator (PMCA)" which would attempt to measure the relative impact of human resource issues on knowledge management performance in organisations and how they contribute to organisational process improvement.
Research Methods
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Literature Review: A thorough and detailed review of extant literature is on going in the areas of knowledge management, human resource management, organisational learning and organisational performance. Good sources have been identified in Journals, books, internet databases, periodicals and conference proceedings. Participation at conferences and workshops is also providing essential discernment of the main themes and importance of knowledge management and human resource management on performance improvement in construction organisations.
- Data Collection:In the main, semi-structured interviews, postal questionnaires and case studies are to be employed for this research. The use of interviews will be as an investigative mechanism to identify the key human resource factors that inhibit and promote knowledge management initiatives.
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Data Analysis: Statistical Package for Social Sciences (SPSS) will primarily be used to analyse the quantitative data collected. Non-numerical Unstructured Data Indexing Searching and Theorizing (NUD*IST) would also be employed for the analysis of qualitative data.
Benefits/Expected Outcomes of the Research
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The improvement of the construction industry's level of awareness of the contribution of HR successful KM initiatives.
- The development of an appropriate training programme that would meet the requirements of managers in improving their understanding of HR contribution to KM initiatives to be used for continuing professional development (CPD)
- The development of a Productivity Measurement Criteria Applicator (PMCA) which would measure the relative impact of human resource issues on knowledge management performance in organisations and how they contribute to organisational process improvement.
Publications
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Egbu C., Kurul E., Hari S., Vines M., Olomolaiye A., Hinks J. and Liyanage C. (2003). Knowledge Management and Intellectual Capital in the Construction Industry: An Agenda for Research. CIB W102 on Information and Knowledge Management in Building. The Centre for the Built Environment, Lighthouse, Glasgow, 22-24 June, (2001).
- Olomolaiye A. and Egbu C. (2003). Investigating Human Resources Dimensions in Knowledge Management - Challenges and Controversies. Proceedings of The First Scottish Conference for Postgraduate Researchers of the Built and Natural Environment held at Glasgow Caledonian University, Glasgow , 18th - 19th November 2003. pp.77-87.
- Olomolaiye A. and Egbu C. (2004). Motivating Knowledge Workers: The dilemma of HRM's contribution to knowledge management in the construction industry, 1st International Salford Centre for Research and Innovation (SCRI) Research Symposium, March 30th - 31st 2004, Aouad G, Amaratunga D, Kagioglou M, Ruddock L, Sexton M, Salford University, Manchester, pp. 131 - 141
- Olomolaiye A, Liyanage C L, Egbu C and Kashiwagi D. (2004) Knowledge management for improved performance in facilities management. Proceedings of the Construction and Building Research Conference (COBRA), 7-8th September, Leeds Metropolitan University, UK. pp 105.
- Olomolaiye A. and Egbu C. (2004) The significance of human resource issues in knowledge management within the construction industry - people, problems and possibilities. Proceedings of the 20th Annual Conference Association of Researchers in Construction Management (ARCOM), 1-3rd September, University of Herriot-Watt, Edinburgh, UK, pp 533-540
- Vines M., Hari S., Olomolaiye A., Liyanage C., Lee C., Kurul E and Egbu C. (2004). Lesson learned from knowledge management research: UK construction industry perspective. Paper submitted for 4th International Postgraduate Research Conference in The Built and Human Environment holding at University of Salford, 1st and 2nd April 2004.
- Kurul E., Hari S., Egbu C., Vines M, Liyanage C and Olomolaiye A. (2004) Appropriateness of Research Methods for Knowledge Management Research in the UK Construction Industry. Paper submitted for SCRI Symposium holding at University of Salford, 30th - 31st March 2004
Contact Details
Anthony OlomolaiyeM542, School of the Built and Natural Environment
Glasgow Caledonian University
City Campus
Cowcaddens Road
Glasgow, G4 OBA
Scotland, UK.
Tel: +44 (0) 141 331 8029
Fax: +44 (0) 141 331 3696
Email: A.Olomolaiye@gcal.ac.uk
