Application of knowledge management as a Human Resource (HR) strategy tool in Zimbabwean Universities

The study aimed to explore the extent to which knowledge management activities are being applied in Human Resource (HR) functions and practices in Zimbabwean Universities. The research was premised on the Nonaka’s Knowledge Creation Process Model. The study employed a descriptive survey design within the qualitative research paradigm to solicit for the research data. Purposive sampling was used to select the study respondents from 6 of the 10 universities in Zimbabwe. The study revealed that HR departments in Zimbabwean universities are using knowledge management as a strategy albeit to a limited extent in the areas of recruitment and selection, training, and to a certain extent in rewards management. HR departments are also facilitating the creation of “communities of practice” which are considered important in knowledge management activities. The HR departments were however found wanting in the promotion of externalisation, combination and internalisation as well as the creation of an appropriate communication, structural and cultural environment (Ba). It was recommended that the HR departments should introduce knowledge sharing as an attribute in their recruitment and selection policies, promote the establishment of a knowledge sharing culture, incorporate knowledge management practices in their training policies as well as use knowledge management as a metric in performance evaluation