Knowledge Acquisition and Administrative Employee Performance in Nigerian Universities

Akpotu, Christopher; Lebari, Eebah Dumka

doi:10.5539/jms.v4n4p116

Cited by 7 publications

(13 citation statements)

References 15 publications

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“…The mean score for knowledge acquisition, as shown in Table 3, was (3.74) which reflect a strong positive correlation at a (.000) statistically significant level, as Table 4 indicates which supports the hypothesis. This results are similar to similar research results which revealed that KM practices positively and meaningfully impact overall organizational performance (Valmohammadi and Ahmadi, 2015;Akpotu and Lebari, 2014;Alnaweigah, 2013;Ababneh, 2008).…”

Section: Testing Hypothesessupporting

confidence: 90%

“…Research findings revealed that KM practices positively and meaningfully impact overall organizational performance. Akpotu and Lebari (2014) examined the relationship between knowledge acquisition practices and performance of administrative employees in educational institutions in SouthSouth Nigeria. The study findings revealed a significant relationship between knowledge acquisition and administrative employee performance.…”

Section: Studies On Km Dimensions and Organizational Performance Studiesmentioning

confidence: 99%

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The Impact of Knowledge Management on Organizational Performance: An Empirical Study of Kuwait University

Al-Qarioti¹

2015

EJBM

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Knowledge management (KM) is a process that transforms individual knowledge into organizational institutionalized knowledge. The purpose of this paper is to shed light on KM infrastructure at Kuwait University to see how faculty members evaluate KM influence on organizational performance. Study findings provide insights into the infrastructure and process capabilities needed to provide knowledge support for organizational activities. The study was based on a stratified random sample consists of (355) faculty members from various colleges at Kuwait university. Study results show that faculty members evaluate knowledge management as "very good" with a (3.52) mean score at Likert five point scale, which indicates that Knowledge management components are highly related to organizational performance. Implications, imitations of the study, and recommendations regarding appropriate investments in knowledge management to enhance organizational performance are discussed.

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Section: Testing Hypothesessupporting

confidence: 90%

Section: Studies On Km Dimensions and Organizational Performance Studiesmentioning

confidence: 99%

The Impact of Knowledge Management on Organizational Performance: An Empirical Study of Kuwait University

Al-Qarioti¹

2015

EJBM

View full text Add to dashboard Cite

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“…These findings imply that there is positive linear relationship between organizational learning and employees' performance. This is consistent with past studies that have established a correlation between organizational learning indicators and employees' performance (Akpotu & Lebari, 2014).…”

Section: Hypothesissupporting

confidence: 93%

“…Several studies have sought to establish the link between organizational learning constructs and employees' performance. For instance, Akpotu and Lebari (2014) investigated the relationship between knowledge acquisition and employee's performance in tertiary educational institutions in Nigeria. The study adopted survey design in which representative sample was selected using random sampling method and data analyzed using regression model specification.…”

Section: Organizational Learning and Employees' Performancementioning

confidence: 99%

Moderating Effect of Organizational Culture on the Relationship between Organizational Learning and Employees’ Performance in Classified Hospitality Firms in Kenya

Thumbi¹,

Hannah²,

Rosemarie³

2020

IJBM

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Empirical literature reveals that organizational culture has a pervading influence on organizational processes, strategies, systems and outcomes. However, there is need to establish the nature of this influence at employee level. The purpose of this study was to examine whether organizational culture moderates the relationship between organizational learning and employees’ performance. Data was collected using a self-administered questionnaire from a sample of 225 respondents drawn from 75 classified hospitality firms in Kenya. Data was analyzed using multiple regression analysis to examine the empirical models. The results established that organizational culture significantly moderated the relationship between organizational learning and employees’ performance. The findings revealed a strong relationship between organizational learning and employees’ performance for firms that are higher in people orientation.

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“…There is scarcity of empirical studies that link organizational learning and employee level performance. The need to study performance at employee level is dire since employees' performance is critical to organizational effectiveness and competitiveness [1].…”

Section: Introductionmentioning

confidence: 99%

Examining the Effect of Knowledge Acquisition and Information Distribution on Employees’ Performance in Classified Hospitality Firms in Kenya

Thumbi¹,

Hannah²,

Rosemarie³

2020

JHRM

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Performance at employees' level is critical to the overall performance of the organization since employees have the first sight of service and product delivery. Knowledge acquisition and information distribution have been acknowledged in literature as fundamental constructs of organizational learning with significant impact on performance. However, most studies have focused on performance at organizational level with limited attention to employees' performance. Empirical literature is inconclusive on the effect of knowledge acquisition and information distribution on employees' performance in different contexts. Therefore, the objective of this study was to examine the effect of knowledge acquisition and information distribution on employees' performance in the hospitality sector in Kenya. Using purposive and stratified random sampling, a sample of 225 respondents was selected from 75 classified hospitality firms in Kenya. Data was collected using a self-administered questionnaire and analyzed using multiple regression and correlation analyses. The results indicated that knowledge acquisition and information distribution were significantly positively correlated with employees' performance and had higher effect on employees' performance dimensions of service delivery and efficiency. The findings underscore the significance of acquiring new knowledge, exploiting the existing knowledge, sharing knowledge and distributing information to improve service delivery and efficiency in the hospitality sector The findings emphasis the need to align new knowledge to firm's strategy and processes in order to enhance impact on employees' performance.

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Knowledge Acquisition and Administrative Employee Performance in Nigerian Universities

Cited by 7 publications

References 15 publications

The Impact of Knowledge Management on Organizational Performance: An Empirical Study of Kuwait University

The Impact of Knowledge Management on Organizational Performance: An Empirical Study of Kuwait University

Moderating Effect of Organizational Culture on the Relationship between Organizational Learning and Employees’ Performance in Classified Hospitality Firms in Kenya

Examining the Effect of Knowledge Acquisition and Information Distribution on Employees’ Performance in Classified Hospitality Firms in Kenya

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