Peopleware & Heartware – The Philosophy of Knowledge Management

Mohamad Fauzan Noordin Department of Information System

International Islamic University Malaysia

Kuala Lumpur, Malaysia drfauzan@gmail.com

Roslina Othman Department of Library and

Information Science International Islamic University

Malaysia Kuala Lumpur, Malaysia

drroslina@gmail.com

Noor Azura Zakaria Department of Information System

International Islamic University Malaysia

Kuala Lumpur, Malaysia noorazura.zakaria@gmail.com

Abstract—The important of knowledgeable workers (peopleware and heartware) in order to achieve success in knowledge management implementation cannot be doubted. They are the core and backbone to the KM practices in the organization. Therefore, proper plans and strategies should be drawn carefully by the organization to winning the peopleware and heartware prior to the KM implementation. Based on the literature review, this study has highlighted the important of knowledge workers as asset in the organization. Additionally, ideas on how to please this asset to cooperate with the organization to ensure the success of KM practices are given.

Keywords- Knowledge; Knowledge Management; Knowledge Workers; Peopleware; Heartware

I. INTRODUCTION Knowledge is intangible asset which needs to be

managed appropriately and wisely. The central point of knowledge management implementation in organization is placed in the knowledge workers. They are the elements that determine the success and failure of the Knowledge Management (KM) implementation.

An organization must have a proper plan and strategy to capture, transform and store the knowledge exist in the company and able to utilize it in the future. The most difficult knowledge resides in the employee’s mind or known as tacit knowledge. It requires strategy and technique to solicit their knowledge to be transformed into structured form which can be beneficial to other workers as well as the company. Different strategy and approach has been taken to capture the tacit knowledge by various industries in order to inline with their strategic missions and objectives.

This study attempts to highlight the important of knowledgeable workers in the organization as endeavour towards the success of KM implementation. Vast amount of previous studies have been reviewed and several suggestions are offered to the organization on the suitable programs in order to manage the knowledgeable employees (peopleware and heartware). This study is important as guideline to the organization on how to manage their knowledge workers in order to

ensure the success of knowledge management implementation and achieve long term profit. Furthermore, the Malaysian vision 2020 as articulated by the former forth Prime Minister Tun Sri Dr. Mahathir Mohamad in developing knowledge society [1] by the vision year should not be granted. Therefore, this study is a serious action that can be referred by the organization in order to build knowledge generation which bring benefit to the company as well as nation.

The paper is organized as follows: The next section provides the conceptual foundations on the knowledge and knowledge management. In Section 3, the strategies in managing the knowledgeable workers are highlighted. The characteristics of the knowledgeable employees with knowledge and wisdom are elaborated in Section 4. Meanwhile, the idea on the strategies and programs to manage the peopleware and heartware is discussed in Section 5. The final section concluded the paper.

II. KNOWLEDGE & KNOWLEDGE

MANAGEMENT Knowledge Management (KM) is a broad term

whereby there is no single specific definition that can be determined what KM is all about. There are numerous definitions that have been derived by the scholars in this field with varieties of disciplines. However, it is a good start to review the terms of knowledge before proceeding to understand the concept of KM. Similar like KM, defining knowledge is not an easy task. The knowledge is placed after information, whereby it requires several processes before it is called as knowledge. The transition of knowledge is illustrated in Figure 1.

The knowledge contains collection of useful and meaningful information which later involves selection, filtering and assimilation processes done in human thought. One of the possible outcomes that can be derived from knowledge is a guidance to make decisions [2]. This guidance can be benefited by the people who are the most important entity involves in the knowledge process because they are the final decision maker whereby the decision made can bring

benevolence or harm to their surroundings. According to Davenport & Prusak [3], “knowledge is a fluid mix of framed experience, values, contextual information, expert insight and grounded intuition that provides an environment and framework for evaluating and incorporating new experiences and information. It originates and is applied in the minds of knowers.” Meanwhile, Gammelgaard & Ritter, [4] defined knowledge as “a combination of experience, values, contextual information and expert insight that help evaluate and incorporate new experience and information.” Based on the determined definitions, knowledge comprises of several elements which can be divided into two types of knowledge called as explicit and tacit [5], while people are the main component of where the knowledge is originated, proliferated and demonstrated.

Figure 1. Transition of Knowledge

Source: Bellinger et. al. [6]

As knowledge is evolving and exploding throughout the time, a strategic method is required in order to manage the knowledge effectively and efficiently. Therefore, KM is an approach to manage the essential and useful knowledge in an appropriate manner which resulting to easy access of stored knowledge as well as leveraging the utilization. With KM also, it promotes innovation in a long-term duration [7]. Other KM scholars have defined that KM involves with simplifying and improving the process of sharing, distributing, creating, capturing and understanding knowledge [8]. KM has been investigated in various domains and multidiscipline in order to see the significant impact and the usefulness among the individual, society and organizations. Emerging disciplines with KM initiatives are studied in business, economics, sociology, government, technology, management and many more. Even the studies have rooted in a long time ago since the KM is introduced in 1980s [9], but there are always new niche and aspect that can be focused to enhance the researched fields and the KM itself.

III. MANAGING PEOPLEWARE & HEARTWARE

Peopleware and heartware has been introduced by [10] focusing on Information and Communication (ICT) domain as shown in Figure 2. However, the application is similar to the knowledge management discipline. People or knowledge worker drives to the success or failure of the organization. They are the main factor determines whether their acquired knowledge can be managed and utilized within the company or not. Therefore, the ability of the organization on managing their knowledge workers is essential to ensure that their knowledge is preserved and can be leveraged among the employees and to the organization’s level. Furthermore, when peopleware is taken care, it will indirectly concern with their heartware.

Figure 2. ICT Component Source: Noordin [10]

Several problems have been found associated with

peopleware and heartware when it comes to knowledge management implementation. Culture plays prominent role in ensuring the successful of knowledge management implementation [11-15]. Mutual trust among the organization members is one of the key success factors in KM initiative and implementation. This is vital influence that incorporated in the individual’s belief that determines the willingness to openly share their knowledge. A study made by Hong, Suh, & Koo [16] in the finance company revealed that trust is the barrier towards knowledge sharing. In this context, the trust is more on the confidence level in an employee on the knowledge that they received.

Similarly in a study done by Li [12], different culture posses different trust. The study between American and Chinese employee in the multinational company highlighted that the American community has more trust on the information posted in the ShareNet compared to the Chinese. The Chinese group is more concern on the authenticity and authorities of the information which make them less participate in the knowledge sharing tool. Different with Al-Alawi et al [11], Liu & Porter [13], Tong & Mitra [14] and Siakas et al [17] whereby the trust relies on the individual that trigger them to share the knowledge. When the trust present in the organization especially among the workers, teamwork and networks the knowledge management implementation especially knowledge

Understanding principles

Understanding relations

Understanding patterns

Connectedness

Understanding

Information

Knowledge

Wisdom

Data

Heartware

Peopleware

Hardware Software

sharing and knowledge transfer can be occurred smoothly without any enforcement.

Personal culture such as uncertainty is also another barrier in successfully implementing knowledge management [15]. This attitude normally happens for young and less experienced worker whereby they feel that their knowledge is not a good working results compared to other seniors and experts workers. They tend to keep their knowledge because less of confident which is not good for themselves in terms of upgrading their knowledge. Furthermore, this attitude leads to companies lost because their ideas might be useful for future planning and profit. Other national cultures highlighted by Tong & Mitra [14] which can be categorized as the negative factors that can harm the knowledge sharing is afraid to be embarrassed in the public. Knowledge Management implementation would not be success if this attitude is not been cured faster. The summary of negative culture that can be categorized as knowledge management implementation inhibitors in the organization is outline in Table 1.

Table 1. Summary of Negative Personal Culture Negative Culture Source Trust Uncertainty Afraid to be embarrassed in public

[11-17] [15] [14]

When the organization is taking good care and

concern on their employee, the company will take an effort in order to make their knowledgeable workers happy. Additionally, a harmony working environment can be created in the organization to encourage mutual relationship which indirectly offers to the successful of KM implementation. Most of the companies are focusing on the software and hardware elements which seem to be the significant factor when deploying KM implementation. However, this technological aspect has been found as a supporting or complementary [18, 19] factor towards the successful of KM in the organization. The critical factor that needs enforcement is in the knowledge worker or people. When the employees are aware on the importance of KM and the significant impact towards the organization, the willingness to support the KM implementation will be done smoothly. This is the concept of heartware whereby it is the central part in the peopleware that should be taken care and indirectly will contribute to the success of KM action. The layer of KM implementation is portrayed in Figure 3.

The motivation aspect is prominent in enhancing and leveraging KM implementation [11, 20]. One of the solutions to the successful of KM implementation is by designing reward system which benefits both parties – knowledgeable workers as well as the organization. The employee is a typical human being who in nature needs motivation and encouragement to perform well in their portfolio task. However, a proper plan and design of an effective reward system need to be done in order to best fit to the workers, organization and situation [11]. The

special activities to drill the worker’s original idea towards special issue are another technique to encourage knowledge management in the company. This effort echoes with incentives led for instance to the encouragement of knowledge sharing participation [13, 21].

Figure 3. KM Implementation Layer consists of Peopleware and Heartware

Hsu [21] has done a study in Taiwan’s manufacturing company. The study has founded that a performance management system has been created in order to enhance and motivate the tendency of knowledge sharing behaviour. This system can be an example and can be implemented to promote the knowledge management implementation. Indirectly, the system will drive the employee to actively involve in the knowledge management implementation in the company.

Disterer [15] has suggested that a company should develop a culture of accepting mistake and not to penalize error that has been done by the knowledge worker. When this culture is implemented and practiced, it gives a way to the knowledge worker to improve themselves and develop confidence to share their knowledge especially in public.

Suggested by Engle & Engle [20], mediator such as competent knowledge facilitator can be appointed to encourage knowledge sharing within the organization. Their skill is needed to build self-esteem and create trust among the knowledge workers to share their knowledge and expertise. Meanwhile, employment of consultant also seems significant to the company especially to the top management who need to run the organization in long term duration [22]. The consultant will study on the KM lesson learned, KM best practices and availability of the knowledge as a whole in the organization. They will convey their advice on the solution and recommendation associated with business strategy which can be taken by the organization to enhance and leverage the KM implementation. From this practice, the management or organization may learn

Heartware

Peopleware

Organization

KM Implementation

on how to look the KM through the bird’s view and encourage the workers to participate vigorously in the KM activity. The trust and respect can be created between the knowledge workers and organization because they are aware on KM and show their passion to see the successful of KM implementation.

The leadership role in striving successful of KM initiatives and implementation is a critical factor which needs to be developed. Holsapple & Joshi [23] has highlighted the importance of leadership development program that associate with KM implementation. Leaders in all levels in the organization need to be emphasized in the KM awareness and the significant to achieve business strategy. The role and serious action showed by the management in order to achieve successful of KM initiative will gain respect and followed by the knowledge workers and colleagues. A study done by Horwitz, Heng, & Quazi [24], founded that the top management can establish a regular communication, conducive environment to work, compensation and opportunity in motivating the knowledgeable employees.

IV. EMPLOYEE WITH KNOWLEDGE & WISDOM

Wisdom is the highest level in the knowledge hierarchy. The knowledgeable employee accompanied with wisdom may produce a person with great and pleasant personality. According to Noordin [10], wisdom is closely related with establishment of basis to wise decision making. This element is required in the heartware of the peopleware [10] in order to manage their knowledge and perform decision making wisely. The knowledgeable employee does not assure the existence of wisdom element. Wisdom is beyond knowledge because it associates with an ability to effectively selecting and applying the suitable knowledge in a given situation [25]. Furthermore, this soft aspect (heartware) is needed in daily life which can bring benevolent to the society and environment. The existence of wisdom in an individual will indirectly lead them to be merciful and compassion as highlighted by Noordin [26]. Figure 4 portrays the position of wisdom in the knowledge hierarchy and the characteristic lies beyond the wisdom element.

Knowledge and wisdom are elements that can shape the character and personality of an employee [27]. The existence of this aspect may avoid the immorality behaviour in an employee. For instance, the unsatisfied employee to the management may tarnish the organization’s reputation by spreading bad information in the internet with the purpose to make everybody knows the awful of management in the company. This action leads to misunderstanding of the public and internal community towards the company and slowing down the business activities. The unsatisfied employee extremely feels happy with his/ her action without considering the serious consequences happens to the company as well as the other employees in the future. The wisdom is not present in this situation because the

employee does not have the sense to produce the wise decision making towards the dissatisfaction feeling.

Figure 4. Wisdom shaping the employee character Source: Noordin [26]

Additionally, with wisdom, the employee tends to

be fair in making decision when they utilized and choose appropriate knowledge in the right situation. This can best relate to the context of management whereby most of the decisions are made by them in leading the company. All possible factors must be examined thoroughly and wisely before making any decision. This is because the decisions taken will drive the company either towards positive or negative impact. Honest and trustworthy character also is the vital component in seeking the employee. This aspect is not established without knowledge companion with wisdom. The employee may have the knowledge in their portfolio domain but it is not sufficient to be trusted and honest employee. The example can be seen in the corruption case happens in the organization. There are differences between man with knowledge and wisdom and man without the two aspects in their life. The character and behaviour of people who has knowledge and wisdom are more pleasant and compassion to the society and environment. Meanwhile for people without knowledge and wisdom tend to be merciless, irresponsible, unfair and untrustworthy

V. PROGRAMS FOR PEOPLEWARE &

HEARTWARE

When an organization embarks on KM implementation, the important element to look into is the peopleware and heartware exists in the company. The company often overlooks this dimension which is crucial to ensure the successful of KM implementation. The knowledgeable workers are asset that need to be tackled prior to the KM initiative because they are the person who will utilized and drive the KM implementation. The successful of KM implementation most associated with culture [11-14] which actually

Yield

Learning/ Experience

Pattern Information

Predictability Knowledge

Merciful + Compassion Wisdom

Unfiltered Data

exists in the knowledgeable employees. If the organization realizes the important of knowledgeable workers in the KM implementation, a proper planning and strategies will be conducted in taking care the heartware of the peopleware in order to strive the target missions. When the knowledgeable workers happy with the working environment, feeling secure in the company, good communication among teamwork and management and trust element is established, the voluntarily aspect in ensuring the successful of KM implementation will occur. The knowledgeable employee willingly to share their knowledge among peers, maximize the utilization of KM tool and assist the organization to achieve the target mission via KM implementation. The first stage that can be done by the organization is by providing training [28-30] to the knowledgeable employees. The training can be seen in two folded objectives whereby the training is provided in the mission of KM awareness and implementation. Additionally, the training is offered by the company as a career development for the knowledgeable workers in the organization’s future affairs. When the company embarks on the KM implementation, an open eye training program can be initiated to make the knowledgeable workers aware on the mission of the organization. Furthermore, it tells the employee on the importance of making the KM strategy successful and the company is serious and committed to work on it. This platform enables the knowledgeable workers to understand the synergy of organization’s mission and the relevancy of the KM implementation. It also informs the employee that the company is seeking their full commitment to ensure the successful of KM strategy. Another mission in providing the training is treated as a career development to the employee. The company may allocate training fund to each knowledgeable workers and the employee is free to determine suitable and related training to be attended. The knowledgeable workers will be sent to the appropriate training that suits with their portfolio and synergy with the KM initiative. The knowledgeable workers will feel that they are important asset to the company and as a result, the turnover will be in productivity wise and support to the KM implementation. Occasionally, a company has limited budget for training purpose [29]. The organization may imply knowledge sharing strategy in overcoming this barrier. Instead of sending many knowledgeable workers to one training program, the company can select only few knowledgeable employees to the training course. When the training completed, the knowledgeable employees who attended the training can share and transfer their knowledge to their peers and team members. This activity can be done in a medium such as meeting, workshop and through dedicated portal. Besides leveraging knowledge sharing initiative, this activity leads to the establishment of mutual trust and respect of the peers knowledge, idea and credibility.

Provide autonomy, freedom and flexibility [24, 29, 30] to the knowledge workers is one of the strategies in managing peopleware and heartware in the organization. At the same time, the organization may promote positive thought culture among the knowledge workers. The space is given to the employee by the top management in order for them to perform work according to their creativity and innovation. The knowledge workers are free to express their idea and using available methodology and channel in delivering their task. This effort encourage the knowledge employee to make wise decision making, leverage knowledge sharing as well as be a creative and innovative workers. Basically the knowledgeable employees are already known on their job description and portfolio. The management does not have to give instruction in detail on how they need to perform their work but only inform on the problem and deadline to complete the work. How the work should be completed is totally depends on the employee and facility available in the company. This action creates a pleasant situation whereby it offers learning environment as well as ideas and works of the employee is appreciated and recognizable. Motivation aspect in terms of rewards, recognition, benefits and incentives could not be denied as a factor in managing the knowledgeable workers and successful of KM implementation [11, 24, 29, 30]. This motivation can be divided into monetary aspect such as cash rewards, incentives, competitive pay [24, 29] or non-monetary basis like recognition of success [24]. This encouragement leads to engagement of the knowledgeable workers to the creativity, innovative, originality of ideas, knowledge sharing activity and KM implementation. This creates a good and healthy competition among the workers in order to be an outstanding knowledgeable worker. Furthermore, it shows that the company is concerned and always seek the employees to have self-improvement align with business missions by using KM implementation.

VI. CONCLUSION The critical success factor for KM implementation

resides in the knowledgeable people in the organization. In KM implementation in the organization, the main focus should be aimed at the approach that should be planned for the knowledgeable employees. There are the peopleware and heartware of the successful of KM practices. These intangible assets reside in the organization which requires proper plan and strategies in order to retain the asset and indirectly to extract the knowledge exist in them.

Problems founded as barrier in successful knowledge management implementation is culture. There are trust, uncertainty and afraid to be embarrassed are hinders towards knowledge management success. Based on the literature review, several strategies have been offered in this research in order to ensure the successful of KM in the organization. The motivation

aspect, employment of knowledge facilitator and consultant, knowledge leadership program is an alternative program that can be considered by the company for the sake of leveraging the KM implementation and as new paradigm for changing the negative culture.

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