Abstract

The study is aimed at assessing the relationship between Knowledge Management practices, strategic human resource management and organizational effectiveness in selected Fast Moving Consumers Goods (FMCG) industry in Lagos and Ibadan. A total of 285 set of questionnaire was distributed and 255 was retrieved and analyzed. The questionnaire for KM practice and KMI was adopted from Gold et al., (2001) while the questionnaire for the constructs of SHRMA scale was adopted from Amstrong (2012). Multiple regression was employed. It was found that KMA acquisition Process exhibited positive relationship with organizational effectiveness (â=.112, P=0.003), KM Conversion Process (â=.131, P=0.001), KM Application Process (â=.345, P=0.010), Cultural Knowledge Management Infrastructure (â=.211, P=0.004), Structural Knowledge Management Infrastructure (â=.134, P=0.020), Recruitment/Selection (â=.435, P=0.000) and Total Reward System (â=.511, P=0.000).The results indicate that strategic human resource practices, Cultural Knowledge Management Infrastructure and Structural Knowledge Management Infrastructure mediate between KM activities and organizational effectiveness.The study concluded that in order for an organization to be effective in its performance, successful and gain competitive edge over its counterparts in the industry, attention must be paid, not only on the processes, but on knowledge and its employees in the organization. The study thus recommends that the SHRM activities of recruitment/selection and total reward system should be encouraged and sustained within the organization to encourage knowledge sharing, along with appropriate infrastructure and a good and vibrant culture to propel KM practice within the organization.

Key words: Knowledge Management, knowledge sharing, knowledge acquisition, Organizational effectiveness.