Module 1: Knowledge Transfer Required Material Oboyle Feldma ✓ Solved

Module 1knowledge Transferrequired Materialoboyle Feldman M 2014

Identify and discuss three important concepts applicable to your work experience, profession, and/or career plans for the future. Describe how each applies.

Describe how the course materials and assignments helped to shape or reshape your perceptions of the role of HRM in the private sector.

Sample Paper For Above instruction

Throughout my career and professional development, several concepts from this course stand out as particularly relevant and impactful. Three such key ideas are knowledge transfer, social media in HR, and performance management. Each of these areas significantly influences how I plan to develop my skills, manage teams, and align organizational objectives with individual performance.

First, knowledge transfer is crucial for maintaining organizational continuity and fostering innovation. The material by O’Boyle and Feldman (2014) on intergenerational communication highlights the importance of effectively sharing knowledge across diverse workforce generations. In my experience, capturing and transferring tacit knowledge from experienced employees prevents organizational knowledge loss and accelerates onboarding of new staff. Implementing structured knowledge transfer processes, such as mentorship programs or formal documentation, facilitates smoother transitions, reduces training costs, and preserves institutional memory (Schramm, 2014). Going forward, I intend to utilize these practices to ensure organizational resilience and sustained performance.

Second, social media’s role in HR has transformed recruitment, branding, and employee engagement strategies. The course materials, including Davenport (2012) and Wilkie & Wright (2014), illustrate how social platforms like LinkedIn, Facebook, and Twitter serve as powerful tools for sourcing candidates and monitoring employee behavior. I’ve seen firsthand how social media can enhance employer branding by showcasing company culture, but it also requires careful management of risks associated with online activity (Segal, 2014). Understanding the legal and ethical considerations around screening and privacy has been pivotal in shaping my approach. I now recognize social media as both an opportunity and a challenge for HR practitioners, necessitating balanced policies that protect company interests while respecting employee rights.

Third, performance management is foundational to achieving organizational goals. The course’s emphasis on behavioral rating scales (BARS), appraisal systems, and metrics underscores the importance of consistent, objective evaluation methods to motivate employees and improve productivity (Govekar & Christopher). I plan to apply these concepts in designing fair performance appraisal processes that are transparent and anchored in behavioral criteria. Effective performance management supports employee development, aligns individual efforts with strategic priorities, and fosters a culture of accountability. Familiarity with metrics and analytics also enables data-driven decision-making, ensuring HR initiatives are measurable and impactful.

The comprehensive background materials and assignments expanded my understanding of HR’s strategic role in the private sector. Particularly, studying Singapore Airlines’ exemplary customer service and operational excellence shifted my perception of HR from administrative functions to strategic driver of competitive advantage. The workforce’s quality, engagement, and continuous development directly influence organizational success (Borisova et al., 2017). This course reinforced that HR professionals are essential partners in shaping corporate culture, implementing best practices, and leveraging analytics for talent optimization. These insights have transformed my view of HR from a support function to a strategic enterprise enabler.

In conclusion, knowledge transfer, social media, and performance management are integral concepts that I will incorporate into my professional journey. Their effective application will enhance my ability to build resilient organizations, foster positive employee relations, and utilize data for decision-making. The course materials have broadened my perspective on HR’s strategic importance, inspiring me to pursue continuous learning and leadership in human resources management.

References

• Govekar, P., & Christopher, J. (n.d.). Assessing academic advising using behaviorally anchored rating scales (BARS). Retrieved from [URL]
• Schramm, J. (2014). Preparing for an aging workforce. HR Magazine, 59(12), 47.
• Segal, J. A. (2014). The law and social media in hiring. HR Magazine, 59(9), 70-72.
• Wilkie, D., & Wright, A. (2014). Balance risks of screening social media activity. HR Magazine, 59(5), 14.
• Wright, A. D. (2014). More states prohibit social media snooping. HR Magazine, 59(10), 14.
• Boyd, N., & Gessner, B. (2013). Human resource performance metrics: methods and processes that demonstrate you care. Cross Cultural Management, 20.
• Higgins, J. (2014). Bringing HR and finance together with analytics. HR Magazine, 59(11), 44-46.
• Schramm, J. (2014). Preparing for an aging workforce. HR Magazine, 59(12), 47.
• Wroe, N. (2012). Innovations in Talent Analytics. T+D, 66(8), 30-31.
• Abernathy, D., Allerton, H., Barron, T., & Salopek, J. (1999). Everyday simulation. Training & Development, 53(11), 37.