Knowledge Transfer As A Condition Of Employee Dedication

The appreciation of human capital generated the broadening of human resource management functions. Human resource management frames attracting, employing, developing, motivating, ensuring the dedication of the employees, retaining the talents and terminating the employment as well. Corporate effectiveness and managing efficiency are ensured by overlapped and consistent HR functions in the long run, which supports both organisational and individual objectives. In this study, we tried to answer the followings: which are the main differences emerging as the interpretation of satisfaction and dedication, and what could be the basis of them and how to connect employee dedication with organisational knowledge management. The research aims to summarise through secondary analysis in a review, the significance of creating organisational knowledge management as a fundamental element in forming dedication. In the study, we synthesised significant literature approaches to the issues. As a result, we hypothesised that satisfaction could be interpreted as the prerequisite of dedication. Indeed unsatisfied employees can not contribute to organisational operation in a dedicated way. Consequently, it could also be established that every dedicated employee is satisfied; however, not every satisfied employee will be automatically dedicated to the employer. Achieve the state of satisfaction; more factors should be present at the same time. These include supporting working conditions and organisational atmosphere, which is the basis for knowledge management. Also, for an organisation to ensure itself with dedicated employees, it has to emphasise job design which contains the content of tasks, complexity, difficulty, factors within the organisation like knowledge and technology. Dedicated employees will be the ones who are considered as a value by the employer, appreciated, given career path and ensured with the appropriate working conditions, including the involved knowledge and available knowledge base in the job, also tools and opportunities for development. If the company lost a talented employee, the cost includes more than finding a new applicant. Invested costs with the lost employee, also the lost knowledge are hardly replaceable in many cases. Dedication and loyalty of an employee have to be maintained, with the application of the correct management tools, employee satisfaction can be achieved, which is worth investing in the long run. The paper discusses the possible connection between organisational knowledge sharing and dedicated employees, focusing on the system of linked HR functions.