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Knowledge management in hotel organisation การจัดการความรู้ในโรงแรม

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Manisa Piuchan
Manisa Piuchan

The presentation and discussion are based on the article as following: Yang J. T. and Wan C. S. (2004). Advancing Organizational Effectiveness and Knowledge Management Implementation. Tourism Management, 25(5), 593- 601.

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Advancing organizational eeffffeeccttiivveenneessss aanndd kknnoowwlleeddggee mmaannaaggeemmeenntt iimmpplleemmeennttaattiioonn Authors : Jen-Te Yang Chin-Sheng Wan Presented & Discussed by Manisa PIUCHAN
Background High employee turnover rate Affect retention of information Consider to stimulate program to store organizational knowledge By sharing and transferring individual experience & knowledge to intangible asset • Mostly KM in hotel focuses on marketing and customer satisfactions
33 ppootteennttiiaall pprroobblleemmss  There is the possibility of losing employees’ knowledge  If staff did not pass on important knowledge before they left the companies, knowledge creation and retention process (training program/orientation) might be ineffective.  The shared knowledge needs to be stored, otherwise it could be lost when employees leave the jobs BBaacckkggrroouunndd
WWhhaatt iiss aabboouutt ?? Purpose of paper: “ to examine an alternative focus, which is the possibility of sharing and retaining the knowledge which resides in employees' mind” Knowledge sharing and storing Social interaction KM technology Organizational culture Knowledge Management Knowledge Development
Nonaka and Takeuchi Model of Knowledge Management or SECI Model 1 2 4 3 Source: Nonaka and Takeuchi, 1995
“KM” is the process of collecting and identifying useful information transferring tacit knowledge to explicit knowledge storing the knowledge in the repository disseminating it through the whole organization To enable employee to retrieve and make use of knowledge (applying and take into an action)
LLiitteerraattuurree  Quality-related issues  Information technology issues  Little focus on the management of people “ if employees share their experience from the 1st time service encounter with others both oral and written, this would be improved overall organizational performance and effectiveness”
LLiitteerraattuurree  Sharing-and-retaining knowledge  System thinking and systematic operation  Both detect and record guests’ special interest and provide personalized attention when they return to visit
KKeeyy TThheemmee Knowledge sharing and storing Social interaction KM technology Organizational culture Knowledge Management Knowledge Development
RReesseeaarrcchh MMeetthhoodd  Taiwan  35 participants from top management level to rank-and-file  4 international five-star hotels  4 Departments: HR / Information system & technology / Sale & Mkt / Front office  Period of works at least 6 months  Coded by QSR N5 software (Qualitative data analysis)
33 FFiinnddiinnggss 1 2 3
FFiinnddiinnggss 11 :: KKnnoowwlleeddggee sshhaarriinngg CCoonntteenntt ooff sshhaarriinngg  Operational knowledge  Customer-related knowledge  Junior  Product knowledge  Customer-related knowledge  “Gossip” Management staff  External env. (gov policies, competitors' new movement and customer-related knowledge)
FFiinnddiinnggss 11 :: KKnnoowwlleeddggee sshhaarriinngg TTeecchhnniiqquuee  Interactive  Not talking about job-related during social activities  Gossip about  Personal matter  Privacy
FFiinnddiinnggss 11 :: KKnnoowwlleeddggee sshhaarriinngg IImmppeeddiimmeennttss Difficulties in imitating tacit knowledge Work experience Staff capability Lack of sharing skill Partial sharing of knowledge Sharing with selected people Attitude Management Work environment Other factors Time-concern The intimacy of friendship Personality Age and Seniority Against career growing of subordinates by supervisor Willingness to share
FFiinnddiinngg 22:: KKnnoowwlleeddggee aaccqquuiirriinngg difficulties to understand some operational knowledge Difficult work environment Lack of understanding which knowledge is required No time allowed Lack of collecting skills Lack of intimacy of friendship Negative sharee’s learning attitude Overload of job-related knowledge Work ability of past experience in today’s situation Lack of capability to collect knowledge difficulties with leadership style Superiors do not care about collecting new knowledge Main impediments to knowledge collection
FFiinnddiinngg 22 :: KKnnoowwlleeddggee aaccqquuiirriinngg Management staff  Depend on absorptive capability of employees  Level of understanding  Interpret it from “experience, skills and competences”  Companies should  Set up system for staff who complete training session to review their advancement. But in reality, employees have not implemented this practice.
FFiinnddiinngg 3:: KKnnoowwlleeddggee ssttoorriinngg  Popular system  “Logbook”  Standard operational procedures (SOPs)  Situational records as “Bibles”  Sale reports  Newsletters  Intranet system
FFiinnddiinngg 3:: KKnnoowwlleeddggee ssttoorriinngg Staff treat this information as “gossip” Majority of respondents said hotel need not definitely include IT devices into sharing practice Social interactive manner preference
CCoonncclluussiioonn 1. All agreed with importance and necessity of acquiring, storing, sharing and learning 2. This study resulted the factors related to effectiveness of implementing the KM Process 3. Particularly significant that managers think differently from operational staff 4. Seem to be informal set up and related to organizational culture (KM climate)
AAnnyy tthhoouugghhttss ?? - It is quite difficult to transfer individual experience to knowledge. - How to ensure that those sharing is applicable - Need a good process/system to transfer and evaluate the information (individual experience) to organizational knowledge or intellectual capital - Knowledge environment (KM climate) / gossip corner (The method/ process to encourage people to share) - As employees, are they losing individual knowledge?
If hotel can store knowledge and pass on new/current employees, This will improve organizational performance
RReeffeerreennccee The presentation and discussion are based on the article as following: Yang J. T. and Wan C. S. (2004). Advancing Organizational Effectiveness and Knowledge Management Implementation. Tourism Management, 25(5), 593- 601.

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Knowledge management in hotel organisation การจัดการความรู้ในโรงแรม

  • 1. Advancing organizational eeffffeeccttiivveenneessss aanndd kknnoowwlleeddggee mmaannaaggeemmeenntt iimmpplleemmeennttaattiioonn Authors : Jen-Te Yang Chin-Sheng Wan Presented & Discussed by Manisa PIUCHAN
  • 2. Background High employee turnover rate Affect retention of information Consider to stimulate program to store organizational knowledge By sharing and transferring individual experience & knowledge to intangible asset • Mostly KM in hotel focuses on marketing and customer satisfactions
  • 3. 33 ppootteennttiiaall pprroobblleemmss  There is the possibility of losing employees’ knowledge  If staff did not pass on important knowledge before they left the companies, knowledge creation and retention process (training program/orientation) might be ineffective.  The shared knowledge needs to be stored, otherwise it could be lost when employees leave the jobs BBaacckkggrroouunndd
  • 4. WWhhaatt iiss aabboouutt ?? Purpose of paper: “ to examine an alternative focus, which is the possibility of sharing and retaining the knowledge which resides in employees' mind” Knowledge sharing and storing Social interaction KM technology Organizational culture Knowledge Management Knowledge Development
  • 5. Nonaka and Takeuchi Model of Knowledge Management or SECI Model 1 2 4 3 Source: Nonaka and Takeuchi, 1995
  • 6. “KM” is the process of collecting and identifying useful information transferring tacit knowledge to explicit knowledge storing the knowledge in the repository disseminating it through the whole organization To enable employee to retrieve and make use of knowledge (applying and take into an action)
  • 7. LLiitteerraattuurree  Quality-related issues  Information technology issues  Little focus on the management of people “ if employees share their experience from the 1st time service encounter with others both oral and written, this would be improved overall organizational performance and effectiveness”
  • 8. LLiitteerraattuurree  Sharing-and-retaining knowledge  System thinking and systematic operation  Both detect and record guests’ special interest and provide personalized attention when they return to visit
  • 9. KKeeyy TThheemmee Knowledge sharing and storing Social interaction KM technology Organizational culture Knowledge Management Knowledge Development
  • 10. RReesseeaarrcchh MMeetthhoodd  Taiwan  35 participants from top management level to rank-and-file  4 international five-star hotels  4 Departments: HR / Information system & technology / Sale & Mkt / Front office  Period of works at least 6 months  Coded by QSR N5 software (Qualitative data analysis)
  • 12. FFiinnddiinnggss 11 :: KKnnoowwlleeddggee sshhaarriinngg CCoonntteenntt ooff sshhaarriinngg  Operational knowledge  Customer-related knowledge  Junior  Product knowledge  Customer-related knowledge  “Gossip” Management staff  External env. (gov policies, competitors' new movement and customer-related knowledge)
  • 13. FFiinnddiinnggss 11 :: KKnnoowwlleeddggee sshhaarriinngg TTeecchhnniiqquuee  Interactive  Not talking about job-related during social activities  Gossip about  Personal matter  Privacy
  • 14. FFiinnddiinnggss 11 :: KKnnoowwlleeddggee sshhaarriinngg IImmppeeddiimmeennttss Difficulties in imitating tacit knowledge Work experience Staff capability Lack of sharing skill Partial sharing of knowledge Sharing with selected people Attitude Management Work environment Other factors Time-concern The intimacy of friendship Personality Age and Seniority Against career growing of subordinates by supervisor Willingness to share
  • 15. FFiinnddiinngg 22:: KKnnoowwlleeddggee aaccqquuiirriinngg difficulties to understand some operational knowledge Difficult work environment Lack of understanding which knowledge is required No time allowed Lack of collecting skills Lack of intimacy of friendship Negative sharee’s learning attitude Overload of job-related knowledge Work ability of past experience in today’s situation Lack of capability to collect knowledge difficulties with leadership style Superiors do not care about collecting new knowledge Main impediments to knowledge collection
  • 16. FFiinnddiinngg 22 :: KKnnoowwlleeddggee aaccqquuiirriinngg Management staff  Depend on absorptive capability of employees  Level of understanding  Interpret it from “experience, skills and competences”  Companies should  Set up system for staff who complete training session to review their advancement. But in reality, employees have not implemented this practice.
  • 17. FFiinnddiinngg 3:: KKnnoowwlleeddggee ssttoorriinngg  Popular system  “Logbook”  Standard operational procedures (SOPs)  Situational records as “Bibles”  Sale reports  Newsletters  Intranet system
  • 18. FFiinnddiinngg 3:: KKnnoowwlleeddggee ssttoorriinngg Staff treat this information as “gossip” Majority of respondents said hotel need not definitely include IT devices into sharing practice Social interactive manner preference
  • 19. CCoonncclluussiioonn 1. All agreed with importance and necessity of acquiring, storing, sharing and learning 2. This study resulted the factors related to effectiveness of implementing the KM Process 3. Particularly significant that managers think differently from operational staff 4. Seem to be informal set up and related to organizational culture (KM climate)
  • 20. AAnnyy tthhoouugghhttss ?? - It is quite difficult to transfer individual experience to knowledge. - How to ensure that those sharing is applicable - Need a good process/system to transfer and evaluate the information (individual experience) to organizational knowledge or intellectual capital - Knowledge environment (KM climate) / gossip corner (The method/ process to encourage people to share) - As employees, are they losing individual knowledge?
  • 21. If hotel can store knowledge and pass on new/current employees, This will improve organizational performance
  • 22. RReeffeerreennccee The presentation and discussion are based on the article as following: Yang J. T. and Wan C. S. (2004). Advancing Organizational Effectiveness and Knowledge Management Implementation. Tourism Management, 25(5), 593- 601.