LBEF RESEARCH JOURNAL OF SCIENCE, TECHNOLOGY AND MANAGEMENT
E-ISSN: 2705-4748
P-ISSN: 2705-4683
P-ISSN: 2705-4683
Vol2, Issue4 ( 2020)
KNOWLEDGE MANAGEMENT PRACTICES IN PUBLIC BANK OF NEPAL
Author(s):Sikendra Pandit, Dr. Sandeep Kautish
Abstract:In this 21st century, every aspect of life is digitally equipped with technologies and frameworks. So how can KM in an organization be left with a manual working environment? KM has become a factor that guarantees the overall achievement of the organizations, the congruity of their businesses, and sustainable competitive advantages. This paper aims to give an overview of knowledge management practices in the public bank of Nepal. The respondents used in this research were 202 bank staffs of the public bank of Nepal. Floating survey questionnaire google forms have been used to collect data due to pandemic COVID-19. Hence, the data gathered was organized, analyzed, and interpreted using the SPSS tool. Data reliability test is done using “Cronbach Alpha” which is the most common measure of internal consistency.
The result of this thesis shows the current status of KM practices in the public bank of Nepal. Banks are more concerned about manual KM strategy rather than Knowledge Management System. Instead of keeping KM as core banking work, they are already doing but not under the same name and same approach. In fact, no KM system is implemented and most organizations are not able to create and share knowledge more efficiently inside an organization where current organizations haven’t coupled their KMS with their organizational structure. The nature of banking activities due to lack of structure and procedure to implemented KM does somehow not seem to efficient and effective which can boost existing performance. Human manpower, system structure, innovation, and technology are far away from each other.
Some of the immediate suggestions should be taken into consideration like the current KM strategy, policy, technology, and use of KM in public banks of Nepal. If the bank’s management is more aware of the factors affecting the adoption of KM, then they have a greater ability to develop effective strategies. An awareness of the factors described in this thesis would help bank personnel to channel efforts and resources most effectively and efficiently to increase long-term banking business and promote the adoption of knowledge management by their internal staff for the convenience of the bank’s staff itself and customers as well. The manual methods for KM are taken into consideration so along with this KM system has to be implemented which would be helpful for both customers and staff as well. Various organizations executed various approaches to improve their KM, but now it needs to depict the best practice configuration approach for KMS execution in all organizations that can be embraced for Banks. Nobody has proposed a Banking Knowledge Management Model (BKMM) that fills in as a manual to create KMS for business banks. As till now, they do manual processes to share knowledge but now it’s time to recognized innovation as a basic factor for progress, and KMS must be implemented. To remove such gaps organizations, have to implement full-fledged KMS at the same time.
The result of this thesis shows the current status of KM practices in the public bank of Nepal. Banks are more concerned about manual KM strategy rather than Knowledge Management System. Instead of keeping KM as core banking work, they are already doing but not under the same name and same approach. In fact, no KM system is implemented and most organizations are not able to create and share knowledge more efficiently inside an organization where current organizations haven’t coupled their KMS with their organizational structure. The nature of banking activities due to lack of structure and procedure to implemented KM does somehow not seem to efficient and effective which can boost existing performance. Human manpower, system structure, innovation, and technology are far away from each other.
Some of the immediate suggestions should be taken into consideration like the current KM strategy, policy, technology, and use of KM in public banks of Nepal. If the bank’s management is more aware of the factors affecting the adoption of KM, then they have a greater ability to develop effective strategies. An awareness of the factors described in this thesis would help bank personnel to channel efforts and resources most effectively and efficiently to increase long-term banking business and promote the adoption of knowledge management by their internal staff for the convenience of the bank’s staff itself and customers as well. The manual methods for KM are taken into consideration so along with this KM system has to be implemented which would be helpful for both customers and staff as well. Various organizations executed various approaches to improve their KM, but now it needs to depict the best practice configuration approach for KMS execution in all organizations that can be embraced for Banks. Nobody has proposed a Banking Knowledge Management Model (BKMM) that fills in as a manual to create KMS for business banks. As till now, they do manual processes to share knowledge but now it’s time to recognized innovation as a basic factor for progress, and KMS must be implemented. To remove such gaps organizations, have to implement full-fledged KMS at the same time.
Keywords:Knowledge Management, Knowledge Management System, Quantitative Research, Banking Knowledge Management Model, Statistical Package for the Social Sciences.
Pages: 28-42