Knowledge management at nalco

Snigdhamayee choudhury
Research Scholar
pmir
Utkal University

Under the guidance of

Dr. Sujit Kumar Acharya
 Introduction
Knowledge Management(KM) is a discipline of identifying,
capturing, retrieving, sharing, and evaluating an enterprise’s
information assets.

• Knowledge Management (KM) is the art of creating value

from an organization’s intangible assets .KM is a conscious
strategy of getting the right knowledge to the right people, to
perform the job in right way.
• It helps people to share and put information into action in
multiple ways that strive to improve individual and
organizations performance .

2
Presentation Structure
 Importance of the study
 Literature Review
 Need of the study
 Research Objective.
 Research Methodology
 Sample Design
 Methods of Data Collection
 Analysis and Interpretation
 Findings
 Suggestions
 Conclusion

3
 Importance of the study

This research attempts to find out the KM practices at

NALCO so that it will benefit the organization in
 Adding value to the competitiveness
 Facilitates the innovativeness
 Better Human Resource Management.
 Improves product and service quality.
Improves efficiency and effectiveness.

4
 Review OF Literature
Some important reviews are stated below
KM with developing Year of Contributors Short review of research work
concept publication

Observed that organizations

sometimes hold a overall narrow
KM and learning view of knowledge and perceive
organisation themselves to be a machine for
Nonaka
KM leads to 1991 information processing.
information
processing
KM and total Explained that knowledge
quality management is subjective,
management Kelloway E K includes insights, intuitions, and
Value creation 2000 & Barling J B ideals of employees for continuous
Total Quality innovation. In this case knowledge
management management plays a important
role.

5
 Review OF Literature
Some important reviews are stated below

KM with developing Year of Contributions

Short review of research work
concept publication of authors

2001 Joseph M. The Knowledge Management System leads

Firestone to Advances in Knowledge Management
Jennex Foundations; Advances in Knowledge
Knowledge
worker Murray Transfer, Sharing and Flow; Advances in
Autonomy work Knowledge Management in Organizations;
Advances in Knowledge Management
Information Development Methodologies; Advances in
Management Knowledge Management Application.
Communication 2003 Andrews, Knowledge workers requires a long cycles
technology
of feedback and they should require the
autonomy in performing the task

6
 Review OF Literature
Some important reviews are stated below

KM with Year of Contributi

developing public ons of Short review of research work
concept ation authors

Knowledge workers requires a long cycles of

feedback and they should require the autonomy
in performing the task
Knowledge
Management
The growth of Information and communication
systems Kenter,
technology strives to became a learning
2007
organisations and increase the flexibility of
IT and KM
knowledge Worker.
KM Philosophy Whicker,
L. M and
As the organisations now a days are attracting,
KM implication 2010 Andrews
Creating ,Managing and sustaining Knowledge
in HRD etc
capabilities so HRM helps in promotiong these
activities as strategic partner to the Executive
Management .

7
 Review OF Literature
Some important reviews are stated below

KM with developing Year of Contributions Brief explanation of concepts

concept publication of author’s

Strategic Support 2011 Aroop Management and HRM are interlinked

Tangible KM facts like Mukherjee, with performance of an organisation.
knowledge R. Ganesan and Problems in KM initiatives leads to the
productivity and Syed
success factors and implications of
Intangible KM facts Muhammad
organisational Hasan Hashmi HRMS.
learning attitude

KM at Global 2015 Hertlei, Smolnik, As Knowledge Management plays a

Prospect and, Kortzfleisch important strategic support service to
etc get a competitive advantage. The KM
puts the qualitative indicators like
documentation of facts, knowledge
process reengineering so that it gives a
qualitative output in term of
productivity.

8
 NEED OF THE STUDY
• Few researches have been conducted on Knowledge
Management in public sector with reference to Aluminum
industry .
• It is also observed that very less number of researches have
been conducted on comparative analysis of employees
categories on implementation of knowledge acquiring,
knowledge storing, knowledge organizing and knowledge
sharing .
• Further it can be mentioned that few research have been
conducted on relationship between knowledge management
and productivity level of employees which is not seen in the
other research work.

9
 Research Objectives

• To study the importance of Knowledge Management

Practices adopted by NALCO in regard to HR aspect among
the executive and non- executive employees.
• To analyze the opinion of the employees on the
implementation of knowledge acquiring, storing, organizing
, sharing and its benefits at NALCO.
• To assess the problem faced for Managing Knowledge
worker.
• To explore the relationship between knowledge
Management and positive attitude towards the
productivity of the organization.
10
 Research hypotheses
H1- The Executives across the demographic factors working at NALCO do
not have the difference of opinion on the effectiveness of Knowledge
Management practices.
H2 - The Non-executives across the demographic factors working at
NALCO do not have the difference of opinion on the effectiveness of
Knowledge Management practices.
H3a - Among Executives, there are no differentiation of opinion
considering different parameters of Knowledge Management Process
such as Knowledge acquiring, Knowledge organizing, Knowledge storing,
Knowledge sharing.
H3b- The executives do not have difference of opinion considering
Knowledge Management benefits at NALCO.
H3c- The executives do not have difference of opinion among them
considering the problem faced while managing knowledge workers at
NALCO.
11
H3d- The executives do not have the difference of opinion on Knowledge
Management productivity in the organisation.
H3e - The executives do not have the difference of opinion in regard to
Knowledge Management implementation at NALCO.
H4a- Among Non-executives there are no differentiation of opinion
considering different parameter of Knowledge Management Process
such as Knowledge acquiring, Knowledge organizing, Knowledge storing,
Knowledge sharing.
H4b- The non-executives do not have difference of opinion considering
Knowledge Management benefits at NALCO.
H4c- The Non-executives do not have difference of opinion among them
considering the problem faced while managing knowledge workers
at NALCO.
H4d- The Non-executives do not have the difference of opinion on
Knowledge Management productivity in the organisation.
H4e- The Non-executives do not have the difference of opinion in regard to
Knowledge Management implementation at NALCO.
12
 Components of questionnaire
Independent variables Dependant variables
Work related Socio demographic A. Knowledge acquiring (A1– A6)
variables variables B. Knowledge organizing (B1– B5)
1. Executives and 3. Department (Finance, C. Knowledge storing (C1 – C6)
Non-Executives marketing , HR , system and D. knowledge sharing (D1 – D7)
others)
2. Knowledge E. Knowledge management and benefit
Management 4. Qualification (under (E1 – E5)
graduate technical , under graduate
practices non-technical , post graduate F. Problem faced for managing knowledge
(It has 5 groups technical , post graduate non-
technical worker (F1 – F7)
Awareness,
supportive, 5. Age(<25 years , 26 to 35 years , 36 G. Knowledge management productivity ,
engagement,
years to 45 years , 46 years to 55 years
,>56 years)
outcomes and effectiveness (G1 – G10)
,learning and 6. Experience at Nalco(<5 H. Suggestion for effective
development years , 6-10 years , 11-15 years , >20 implementation of knowledge
years )
and evaluative
7. Monthly salary (less than
management (H1 – H5)
which have 30000/ , 30000/ to 60000/ , 60000/ to
further25 90000/ , 90000/ to 120000/ , more
than 120000/ ).
parameters )

13
 Research METHODOLOGY

• Design of the Questionnaire.

 Developing a knowledge management scale by identifying related
variable and parameters
 Reliability analysis
 Drafting the Final Questionnaire

• Selection of samples
• collection of data.
• Data analysis and interpretation

14
 25 parameters of Knowledge Management Practice at NALCO are
sl Questions Groups where it
no belongs
1 Employees/ you are well aware of knowledge management practices Awareness
2 Employees /you have a proper understanding of knowledge management Awareness
3 Organisations update the information and knowledge to a maximum applicability. Awareness
4 Knowledge management practices develop the independent capacity , to perform the Awareness
present and future.
5 Knowledge management practices are to develop and maximise the motivational level . Supportive

6 Knowledge management practices support the decision making. Supportive

7 Knowledge management practices develop the better relationship and promote team Supportive
spirit.
8 Knowledge management practices promotes congenial organizational culture/climate. Supportive

9 Knowledge management practices are helpful to proactive and transparent HR policies. Supportive

10 Knowledge base reduces repetition of work. Engagement

11 Recruitment is done on the basis of knowledge/merit not by favouritism. Engagement
12 Professional interview panel are used during the recruitment and selection process. Engagement

13 Induction programme is well designed in the organisation. Engagement

15
 Continued
Sl.no Questions Groups where it belongs
14 Training and Development programmes are conducted at all levels . Learning and development

15 The resource persons of training and development are quite competitive. Learning and development

16 There is well design and widely shared training policy which improves the Learning and development
knowledge of employees
17 Objectives and scope of training programme are well defined to enhance Learning and development
the knowledge.
18 There is a visible link between training , performance and productivity Learning and development
through knowledge management.
19 The training programme are carefully chosen after collecting adequate Learning and development
training needs
20 Performance appraisal system provides a frame work to ensure that all the Evaluative
employees are working towards the objective of organization.
21 Performance appraisal system is taken in the right sprit by employees where Evaluative
knowledge of the employees is evaluated.
22 Knowledge based compensation is practised at organisation. Evaluative

23 Employees are well aware about reward and penalty system of the Evaluative
organisation.
24 Knowledge management is helpful for better career planning and growth. Evaluative

25 Employees are aware about the career opportunities. Evaluative

16
To identify the worth of the research work multiple questions were asked both to
executives and non-executives. The details of the questions included these
independent eight variables are as follows
KNOWLEDGE ACQUIRING (A1– A6)
The information gained through team meeting is properly updated in (A1)
knowledge base.
Employees at all levels are sent for formal training to acquire knowledge (A2)
needed in their particular field.
The management accepts the inputs from the employees in a regular (A3)
interval for improving the knowledge management activities.

The lesson learnt by the employee are documented and transformed to (A4)
knowledge.
There are informal channel of communication present in organisation to (A5)
acquire knowledge.
Employee at all levels are send for formal session to acquire the knowledge (A6)
from external sources.

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KNOWLEDGE ORGANIZING (B1 -- B5)
The knowledge portal is spread across various levels of organization with sufficient information. B1

There is a point of contact to the employees to access the required information in case one could B2
not get the information through primary knowledge pool.
The knowledge sources always- provide latest information to the employees. B3
Version of the previous knowledge base is always maintained with a proper knowledge path. B4

Proper security mechanism is deployed to maintain the authentication & security of B5

organizational knowledge assets.

KNOWLEDGE STORING (C1 – C6)

Knowledge repository is available for the project level to get an insight of knowledge & C1
interlinked project information.
The organization library is fully furnished with the required books for technology & C2
business operations.
The database is stored in the organization through online & offline tools. C3
The organization develops methods to tap the explicit knowledge. C4
The organization encourages its export staffs to document their tacit & explicit knowledge. C5

The organization offers the latest technologies for its employees to acquire modern C6
knowledge.

18
KNOWLEDGE SHARING (D1 – D7)
There are various tools & technologies in the organization like video conference, email, D1
internet, Intranet etc, to share knowledge.
The organization allow the employees to share knowledge across teams. D2
The organization provides a public domain to share the new knowledge in terms of tools or D3
techniques that is applicable for their betterment of job.
The organization provides motivation by entitling the effective reward techniques for D4
voluntarily sharing of knowledge with their peers.
The organization has a tie-up with local knowledge bodies like IIT, technological & D5
management universities work on a shared KM practices through signing MOU.
The organization conducts knowledge sharing seminars & publishes the presentations & D6
documents to all the employees.
The organization prepares written documentation such as lesson learned, training manuals, D7
article for publication etc and it is being shared among employees.

KNOWLEDGE MANAGEMENT BENIFIT(E1 – E5)

Increased our knowledge sharing horizontally through departments, functions or E1
business unit.
Improves the knowledge sharing vertically (up the organizational hierarchy). E2
Increases the efficiency and productivity. E3
Increases the sharing of the best practices in the team and organization. E4
Response to key business issues. E5
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PROBLEM FACED FOR MANAGING KNOWLEDGE WORKER (F1 – F7)
Resistance from the employee to learn new. F1
Resistance to take risks for new knowledge application in the organization . F2
Lack of willingness of employees to accept change at the organization. F3
Improper/ inadequate training methods. F4
Lack of proper human resource information system at the organization. F5
At the organization there is no uniform guidelines of specific issues. F6
Lack of users update due to insufficient communication. F7

KNOWLEDGE MANAGEMENT PRODUCTIVITY, OUTCOMES AND EFFECTIVENESS ( G1 – G10)

Encourages for employee loyalty & retention. G1
Get more competent employee because of knowledge enhancement. G2
Achieve more problem solving strategies. G3
Improve efficiency of employees. G4
Improve job motivation and achieve higher job satisfaction. G5
Employees accept change without any resistance. G6
Enhance the employee role & Contribution. G7
Better organizational culture. G8
Achieve higher work accomplishment & greater job involvement. G9
Improves the profitability. G10

20
 SUGGESTION FOR EFFECTIVE IMPLEMENTATION KNOWLEDGE
MANAGEMENT
(H1 – H5)
There should be a periodic review of knowledge Management H1
practices.
There is a systematic step-by-step implementation of knowledge H2
management at the organization.

There exists a need to develop accountability among all the employees H3

regarding knowledge management.

Knowledge management process should be planned properly and H4

treated as investment.
Benchmarking with other organization will improve the knowledge H5
base.

21
 Reliability of questionnaire
Reliability test on Executives
Sl. Description No of Items Cronbach’s α
No.
1. Knowledge Management Practices 25 0.909
2. Knowledge Acquiring 6 0.831
3. Knowledge Organizing 5 0.862
4. Knowledge Storing 6 0.861
5. Knowledge Sharing 7 0.848
6. Knowledge Management Benefit 6 0.807
7. Problem Faced for Managing Knowledge Worker 7 0.847
8. Knowledge Management Productivity 10 0.895
9. Effective Implementation of Knowledge Management 5 0.847

Reliability test on Non-Executives

Sl. No. Description No of Items Cronbach’s α

1. Knowledge Management Practices 25 0.934

2. Knowledge Acquiring 6 0.859
3. Knowledge Organizing 5 0.863
4. Knowledge Storing 6 0.859
5. Knowledge Sharing 7 0.833
6. Knowledge Management Benefit 6 0.796
7. Problem Faced for Managing Knowledge Worker 7 0.767
8. Knowledge Management Productivity 10 0.901
9. Effective Implementation of Knowledge Management 5 0.853 22
 Sample Design

• This research has adopted descriptive study.

• Sources of data is based on both primary and secondary data.
• Selection of sample through cluster sampling.
• The sample employees were selected mainly from Bhubaneswar
corporate office, training center, Anugul Refinery, Damonjodi
Smelter plant and mines.

The composition of the sample is as follows:

NALCO employees No Percent

Executive 198 55.9

Non-Executive 156 44.1
Total 354 100.0

23
Analysis and interpretation of data

24
Department wise Distribution of Executives and Non-executives

Category with department cross tabulation

Department Total

Finance HR Systems Other

Marketing

Count 14 23 51 22 88 198

Executive % within
7.1% 11.6% 25.8% 11.1% 44.4% 100.0%
category
Category
Count 32 12 29 20 63 156
Non-
% within
Executive 20.5% 7.7% 18.6% 12.8% 40.4% 100.0%
category

Count 46 35 80 42 151 354

Total % within
13% 9.9% 22.5% 11.9% 42.6% 100%
category

25
 Qualification-wise Distribution of Executives and Non-executives

Category with Qualification Cross Tabulation

Qualification
PG PG
UG UG Non-
Technica Non TOTAL
Technical Tech
l Tech
Number 50 32 98 18 198
Executive Percentag 100.0
25.3% 16.2% 49.5% 9.1%
e %
Category
Number 57 34 47 18 156
Non-
Executive Percentag 100.0
36.5% 21.8% 30.1% 11.5%
e %
Number 107 66 145 36 354
Total Percentag 100.0
30.2% 18.6% 40.9% 10.1%
e %

26
 Age - wise Distribution of Executives and Non-executives

Age-wise distribution of Executives and Non-executives

Age Total

< 25 26-35 36-45 46-55 > 56

Number 20 48 58 52 20 198
Executive
Percentage 10.1% 24.2% 29.3% 26.3% 10.1% 100.0%
Category
Number 20 40 38 33 25 156
Non-
Executive Percentage 12.8% 25.6% 24.4% 21.2% 16.0% 100.0%

Number 40 88 96 85 45 354
Total
Percentage 11.2% 24.8% 27.1% 24.0% 12.7% 100.0%

27
 Experience-wise Distribution of Executives and Non-executives

Category with Experience Cross Tabulation

Experience Total

<5 6-10 11-15 16-20 > 20

Number 24 51 38 37 48 198

Executive
Percentage 12.1% 25.8% 19.2% 18.7% 24.2% 100.0%

Category
Number 24 32 32 28 40 156
Non-
Executive Percentage 15.4% 20.5% 20.5% 17.9% 25.6% 100.0%

Number 48 83 70 65 88 354

Total
Percentage 13.5% 23.4% 19.7% 18.3% 23.8% 100.0%

28
 Grouping of employees responses in Terms of Knowledge Management
Practice Levels.

Group of Response No percentage Mean

Low(<3.6) 122 34.5 3.09

Middle(3.6 to4.0) 110 31.1 3.83

High(4.0) 122 34.5 4.25

Total 354 100.0 3.72

29
Cross Tabulation of Qualification with Levels of KM Practices by respondents.

Executives Non-Executives
Qualification Level of KM Practices Level of KM Practices
Total Total
L M H L M H
N 21 12 17 50 23 13 21 57
UG Tech
% 10.6% 6.1% 8.6% 25.3% 14.7% 8.3% 13.5% 36.5%
UG Non-
N 8 15 9 32 13 14 7 34
Tech % 4.0% 7.6% 4.5% 16.2% 8.3% 9.0% 4.5% 21.8%
N 38 28 32 98 15 17 15 47
PG Tech
% 19.2% 14.1% 16.2% 49.5% 9.6% 10.9% 9.6% 30.1%
PG Non-
N 3 6 9 18 1 5 12 18
Tech % 1.5% 3.0% 4.5% 9.1% 0.6% 3.2% 7.7% 11.5%
N 70 61 67 198 52 49 55 156
Total
% 35.4% 30.8% 33.8% 100.0% 33.3% 31.4% 35.3% 100.0%
Chi-Square 9.067NS 15.374*

N.B:- * - Significant at 5% level for DF = 6, NS – Not Significant at 5% level for DF = 6.

30
 Level of Responses towards KM Practices of the respondents
Considering Qualification as Factor

25%

Low Medium High

20%

15%

10%

5%

0%

31
 Level of Responses towards KM Practices of the respondents
Considering Experience as Factor.
Experience Executives Non-Executives
Level of KM Practices Total Level of KM Practices Total
L M H L M H

Less than 5 Number 12 7 5 24 14 8 2 24

years Percentage 6.1% 3.5% 2.5% 12.1% 9.0% 5.1% 1.3% 15.4%

6 to 10 Number 20 11 20 51 16 11 5 32
years Percentage 10.1% 5.6% 10.1% 25.8% 10.3% 7.1% 3.2% 20.5%

11 to 15 Number 14 13 11 38 10 9 13 32
years Percentage 7.1% 6.6% 5.6% 19.2% 6.4% 5.8% 8.3% 20.5%
16 to 20 Number 8 17 12 37 4 11 13 28
years Percentage 4.0% 8.6% 6.1% 18.7% 2.6% 7.1% 8.3% 17.9%
Moree than Number 16 13 19 48 8 10 22 40
20 years Percentage 8.1% 6.6% 9.6% 24.2% 5.1% 6.4% 14.1% 25.6%

Total Number 70 61 67 198 52 49 55 156

Percentage 35.4% 30.8% 33.8% 100.0% 33.3% 31.4% 35.3% 100.0%
Chi-Square 10.663 NS (DF=8) 27.801* (DF=8)

N.B:- * - Significant at 5% level for DF = 8, NS – Not Significant at 5% level for DF = 8. 32

Level of Responses towards KM Practices of the respondents
Considering Experience as Factor.

33
Analysis of Variance on Overall Opinions of the respondent towards Knowledge
Organizing Considering the Departments.

Sum of df Mean F Sig

Squares Square

8.597 4 2.149 3.737* 0.006

Between Depts.

EXECUTIVES 110.997 193 0.575

Within Depts.
119.594 197
Total
2.896 4 0.724 1.185NS 0.32
Between Depts.
NON 92.288 151 0.611
Within Depts.
EXECUTIVES
95.184 155
Total

N.B. - * - Significant at 5% level (P<0.05), NS – Not Significant at 5% level (P>0.05).

34
 Analysis of Variance on Overall Opinions of the respondent towards
Knowledge Acquiring Considering the Departments.

Sum of df Mean F Sig

Squares Square

11.889 4 2.972 5.783* 0

Between Depts.

99.189 193 0.514

EXECUTIVES Within Depts.

111.078 197
Total
0.259 4 0.065 0.113NS 0.978

Between Depts.
NON
EXECUTIVES 86.767 151 0.575
Within Depts.
87.026 155
Total

N.B. - * - Significant at 5% level (P<0.05), NS – Not Significant at 5% level (P>0.05).

35
 Analysis of Variance on Overall Opinions of the respondent towards Knowledge
Management Implementation considering the Experience.

Sum of Mean
df F Sig
Squares Square

Between Groups
3.77 4 0.943 2.413* 0.05
(Experience)
EXECUTIVES Within Groups
75.392 193 0.391
(Experience)
Total 79.162 197
Between Groups
2.369 4 0.592 1.267NS 0.285
(Experience)
NON EXECUTIVES Within Groups
70.557 151 0.467
(Experience)
Total 72.926 155

N.B. - * - Significant at 5% level (P<0.05), NS – Not Significant at 5% level (P>0.05).

36
Analysis of Variance on Overall Opinions of the Employees of NALCO
towards Knowledge Storing considering the Experience.

Mean
Sum of Squares df F Sig
Square

Between Groups
7.951 4 1.988 3.301* 0.012
(Experience)
Within Groups
EXECUTIVES 116.215 193 0.602
(Experience)
Total 124.167 197
Between Groups
12.428 4 3.107 6.06* 0
(Experience)
NON EXECUTIVES Within Groups
77.415 151 0.513
(Experience)
Total 89.843 155

N.B. - * - Significant at 5% level (P<0.05), NS – Not Significant at 5% level (P>0.05).

37
 Correlation coefficients matrix of Executives working in HR department.

Knowledge Acquiring Storing Sharing KM Benefit Problem for KM KM

Management Organizi Managing Productivity Implement
Practices ng Knowledge
KM Worker ation
Parameters

Knowledge
1 .503* .243 .177 .282* .244 .277* .314* .000
Management Practices

Acquiring .503* 1 .281* .476* .451* .281* .167 .385* -.221

Organizing .243 .281* 1 .612* .534* .390* .256 .430* -.070

Storing .177 .476* .612* 1 .642* .332* .043 .422* -.012

Sharing .282* .451* .534* .642* 1 .342* .132 .544* .038

KM Benefit .244 .281* .390* .332* .342* 1 .461* .613* .005

Problem for Managing

.277* .167 .256 .043 .132 .461* 1 .274 .036
Knowledge Worker

KM Productivity .314* .385* .430* .422* .544* .613* .274 1 .254

KM Implementation .000 -.221 -.070 -.012 .038 .005 .036 .254 1

38
 Correlation coefficients matrix of Non-Executives in the HR department .

KM Acquiring Storing Sharing KM Benefit Problem for KM KM

Practices Organiz Managing Productivity Implement
ing Knowledge
Worker ation
KM
Parameters

Knowledge
Management 1 .617* .378* .744* .568* .471* -.199 .580* .599*
Practices

Acquiring .617* 1 .560* .510* .629* .649* -.093 .556* .596*

Organizing .378* .560* 1 .281 .682* .642* -.295 .192 .246

Storing .744* .510* .281 1 .452* .144 -.093 .515* .462*

Sharing .568* .629* .682* .452* 1 .641* -.030 .500* .385*

KM Benefit .471* .649* .642* .144 .641* 1 -.276 .357 .277

Problem for
Managing Knowledge -.199 -.093 -.295 -.093 -.030 -.276 1 .087 -.040
Worker

KM Productivity .580* .556* .192 .515* .500* .357 .087 1 .603*

39
 Correlation coefficients matrix of Executives working with PG Technical qualification .

Knowledge Acquirin Storing K M Benefit Problem for KM KM

Management g Organiz Sharin Managing Productivity Implement
Practices ing g Knowledge
Worker ation
KM
Parameters

KM Practices 1 .675* .713* .602* .643* .476* .274* .487* .249*

Acquiring .675* 1 .621* .661* .706* .360* 0.183 .400* 0.083

Organizing .713* .621* 1 .768* .720* .418* .348* .362* 0.019

Storing .602* .661* .768* 1 .756* .366* .211* .360* 0.07

Sharing .643* .706* .720* .756* 1 .422* .292* .386* 0.096

KM Benefit .476* .360* .418* .366* .422* 1 .277* .611* .383*

Problem for
Managing Knowledge .274* 0.183 .348* .211* .292* .277* 1 .243* 0.009
Worker

KM Productivity .487* .400* .362* .360* .386* .611* .243* 1 .589*

KM Implementation .249* 0.083 0.019 0.07 0.096 .383* 0.009 .589* 1

40
 Correlation coefficients matrix of Non-Executives working with PG Technical
qualification .

Knowledge Knowledg Knowle Knowledg Knowle Knowledge Problem for Knowledge Knowledge
Management e dge e Storing dge Managemen Managing Management Manageme
Practices Acquiring Organiz Sharing t Benefit Knowledge Productivity
KM nt
ing Worker
Parameters Implement
ation

Knowledge
Management 1 .443* .320* .513* .418* 0.189 .317* 0.272 0.177
Practices
Acquiring .443* 1 .751* .722* .639* .411* .289* 0.24 -0.148

Organizing .320* .751* 1 .718* .714* .379* 0.253 0.146 -0.215

Storing .513* .722* .718* 1 .729* .331* 0.249 .321* 0.078

Sharing .418* .639* .714* .729* 1 .472* 0.154 .349* 0.027

KM Benefit 0.189 .411* .379* .331* .472* 1 0.285 .435* 0.235

Problem for
Managing Knowledge .317* .289* 0.253 0.249 0.154 0.285 1 0.272 -0.112
Worker

KM Productivity 0.272 0.24 0.146 .321* .349* .435* 0.272 1 .331*

KM Implementation 0.177 -0.148 -0.215 0.078 0.027 0.235 -0.112 .331* 1

41
 Findings
• A uniform trend in responses towards the Knowledge Management practices
from non-executives of NALCO is observed.

• Considering the qualification as a factor it is found that in case of Executives

there is a uniform trend in responses among the different qualified
employees of NALCO is presumed but in case of Non-executives there is a
significance association of opinion among them is observed.

• In case of Executives there in no significant association of opinion among the

executives considering the age as a factor towards Knowledge Management
practices adopted. Similarly in case of Non–executives it is viewed that there
is a significant association of opinion exists considering the age as a factor for
Knowledge Management practise.

42
 Continued…..
• There in no significant association of opinion among the
Executives considering the experience as a factor towards
Knowledge Management practices. Similarly in case of Non –
executives it is there is a significant association of opinion exists
considering the experience as a factor for KM practise.

• In case of executives there in no significant association of opinion

considering the salary as a factor towards KM practices. Similarly
in case of Non – executives it is viewed that there is a significant
association of opinion exists considering the salary as a factor
for Knowledge Management practise.

43
 Continued…..

• In case of Knowledge Acquiring, Knowledge

organising, Knowledge storing, Knowledge
sharing, Problem for Managing Knowledge
Worker, KM Productivity the opinion of
executives from department differ from each
other where as in case of Non Executives the
their views of Knowledge Management follows
a uniform trend.
44
 Continued…..

• In case of KM Benefit the opinion of

executives and Non-Executives from
department point of views follows a uniform
trend.

45
 Continued…..

• In case of Knowledge Implementation the

opinion of executives from department point
of view shows that their views of Knowledge
implementation follows a uniform trend
where as in case of Non-executives the view
differ from each other .

46
 Continued…..
• In case of Knowledge-sharing the opinion of the
Executives from education point of view differ
from one another whereas in case of non-
Executives the opinion are similar which shows
that their views of Knowledge Management
follow a uniform trend.

47
 Continued…..
• In case of KM Benefit and KM Productivity the
opinion of Executives shows that their views of
KM follow a uniform trend whereas in case of
non-Executives the views are not similar which
shows that their views on KM Benefit and KM
Productivity differ from each other.

48
 Continued…..
• Among Executives in finance department the correlation analysis shows
a strong positive correlation between Knowledge management practice
with knowledge acquiring , organizing , and knowledge management
benefit. But, rest i.e. knowledge management practices do not have
significant correlation with knowledge storing, sharing , problems in
knowledge management , productivity and implementation .
• Among Non-Executives there exists a strong positive correlation between
knowledge management practices with knowledge acquiring , storing ,
sharing , and knowledge management benefit and productivity . But, rest
i.e. knowledge management practices do not have significant correlation
with knowledge organising , problems in knowledge management and
implementation .

49
 Continued…..
• In case of Executives in marketing department the
correlation analysis shows that a strong positive correlation
exists between Knowledge management practice with
knowledge acquiring, organizing, sharing, knowledge
management benefit ,problems in knowledge management,
productivity and implementation. But, rest i.e. knowledge
management practices do not have significant correlation
with knowledge storing.
• Among Non-Executives there exists a strong positive
correlation between knowledge management practices with
knowledge acquiring, knowledge organising, storing, sharing,
knowledge management benefit and productivity. But, rest
i.e. knowledge management practices do not have significant
correlation with knowledge management problems in
knowledge management and implementation. 50
 Continued…..
• Executives in case of HR Department at NALCO the correlation analysis
shows that a strong positive correlation exists between Knowledge
Management Practice with knowledge acquiring, sharing, problems in
knowledge management, productivity. But the rest i.e. Knowledge
Management Practices do not have significant correlation with knowledge
organizing, storing, knowledge management benefit and implementation.
• Among non-Executives there exists a strong positive correlation between
Knowledge Management Practices with knowledge acquiring, knowledge
organising, storing, sharing, knowledge management benefits, productivity
and implementation. But the rest i.e. knowledge management practices do
not have significant correlation with problems in knowledge management.

51
 Continued…..
• In case of Executives in UG Technical Department at NALCO the
correlation analysis shows that a strong positive correlation exists
between Knowledge Management Practice with all the factors
that are knowledge acquiring, organizing, knowledge storing,
sharing, Knowledge Management Benefit, problems in
Knowledge Management, Productivity and Implementation.
• Among non-Executives there exists a strong positive correlation
between knowledge management practices with knowledge
acquiring, knowledge organising, storing, sharing, Knowledge
Management Benefit, Productivity and Implementation. But the
rest i.e. Knowledge Management Practices do not have significant
correlation with problems in Knowledge Management.

52
 Continued…..
• NALCO should adopt a proper model for implementation
of change or adopting some new systems. As per the
research analysis most of the employees are agreeing that
they have a very less willingness and acceptance for
implementation of change in the Organisation. NALCO
should adopt a proper model to create interest for
acquiring, sharing and using of knowledge which will help
by the Organisation towards acceptance and
implementation of change. NALCO should conduct
counselling sessions, seminars; and workshops must be
conducted prior to implementation of change.

53
 Continued…..

• From the research it is seen that the non-

Executives do not have the knowledge that
Nalco has a well-equipped update database
where all the information related to the HR
aspects are stored. NALCO should give a proper
knowledge about such database; so that the
employee should aware of and can work with
these updated databases.
54
 SUGGESTIONS
• NALCO has to take care of both development of such
database as well as the easy accessibility by the
employees should be made so that the knowledge on
organisational outlook among the employees can be
developed.

• The circular, resolutions, proceeding of meetings must be

well circulated among the members of the different
Committees so that the employees also should take
interest and take part in knowledge-sharing.

55
• The Organisation should minimise such resistance by
adopting different OD mechanisms like brainstorming,
simulation exercises, T group tests, management games
etc. The employees are also accepting that they are
resisting to take risks for application of new knowledge in
the Organisation. Through such OD mechanism NALCO
can also develop a risk-taking ability among the
employees.

56
• A KM practice of NALCO has a direct impact on the
level of motivation among the employees. NALCO
should recognise the best performer/achievers in its
periodicals or in its general meetings. A proper
career plan must be drawn which will encourage the
employees to perform well. For better application of
KM practices, the knowledge on career growth,
career planning, advantage of taking higher
responsibility, individual identity and recognition
should be given to the employees. Such knowledge
will identify the utility of KM practices at NALCO.

57
• The circular, resolutions, proceeding of meetings
must be well circulated among the members of the
different Committees so that the employees also
should take interest and take part in knowledge-
sharing. The new changes which are going to be
adopted are to be well-circulated among all
Departments and its members. A transparency should
also be maintained; so that the employees should
also take interest. The key points can also be updated
among the knowledge-based employees such
practices should be extended to all Departments.

58
• The circular, resolutions, proceeding of meetings must be
well circulated among the members of the different
Committees so that the employees also should take
interest and take part in knowledge-sharing.

59
 Conclusion
National Aluminium company Limited (NALCO) is considered to be a turning point in
the history of Indian Aluminium Industry. NALCO has not only addressed the need for
self-sufficiency in aluminium but also given the country a technological edge in
producing the strategic metal as per world’s standards. So to achieve this Knowledge
Management plays a vital role.

Usually knowledge builds on both data and information and knowledge Management
includes all the elements like information data and knowledge. So improvement in
knowledge management factor

The present study focuses on variety of aspects on knowledge management practices

like knowledge acquiring, knowledge organizing, knowledge storing, knowledge
sharing, knowledge management benefit, problem faced for managing knowledge
worker, knowledge management productivity outcomes and
effectiveness,suggestion for effective implementation knowledge management etc.

60
Thank you

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