MBA Edited Knowledge submit

EFFECT OF KNOWLEDGE MANAGEMENT ON PERFORMANCE OF EMPLOYEE IN ECO BANK NIGERIA PLC BY KEFAS Nakup MBA/ADMIN/545/2011-2012 (G11BAMF8046). BEING A RESEARCH PROJECT SUBMITTED TO THE POST GRADUATE SCHOOL, OF AHMADU BELLO UNIVERSITY, ZARIA. IN PARTIAL FULFILMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTERS DEGREE OF BUSINESS ADMINISTRATION (MBA) DEPARTMENT OF BUSINESS ADMINISTRATION. FACULTY OF ADMINISTRATION. AHMADU BELLO UNIVERSITY, ZARIA. MARCH, 2013 CHAPTER ONE INTRODUCTION 1.1 BACKGROUND OF THE STUDY Management of every organisation today are faced with a lot of challenges in carrying out their activities designed to achieve the goals and objectives of the organisation. These challenges emanate from the complex and dynamic nature of the environment in which businesses operate. Change is the only thing that is constant in life and human beings do not love and enjoy change. In the business world, new concepts keep on evolving due to the dynamic nature of the business environment. Mangers in their quest to achieve the objectives and goals of the organisation, they need to be conversant with many changes that constantly take place around them. Managers do all it takes to see that the goals and objectives of their organisation are accomplished, thus all their efforts fall on the performance of their subordinates. If the performance of employees is not taken seriously, it may lead to poor performance and incompetency. Competencies usually refer to some demonstrable characteristics of a person, such as knowledge, skills, and abilities (KSAs). Knowledge management is an emerging concept in management. This concept evolved from the thinking of pioneers such as Drucker (1959), Sveiby (1986), and Nonaka and Takeuchi (1995) During that period economic, social, and technological changes were transforming the way that companies worked. Globalisation emerged and brought new opportunities which led to the increased competition. Organisations at that time responded by downsizing, merging, acquiring, reengineering and outsourcing (www.nelh.nhs.uk/knowledge_management/km1world.asp). Many organisations streamlined their workers and boosted their productivity and profit by using advanced technology like computers. However this came with a big price. In the early 1990s knowledge management became widely acknowledged, also the competitive advantage of some of the world leading companies was becoming manifest as a result of those companies knowledge asset, such as performance, competencies, customer relationship and innovation. Many large companies and non-profitable organisations have dedicated some internal knowledge management effort, often as a part of their business strategy. This typically focus on organisational objectives such as improved performance of employees in such organisation, which in turns gives the company competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organisation. 1.2 STATEMENT OF THE PROBLEM All organisations tend to pursue high performance of their employees in order to achieve their purpose, thus they try by all means to see what needs to be done, improved, and/or introduced. This makes managers to be innovative and also adaptive to change, in order to improve their workers’ performances. This leads to the concept of knowledge management. The quest to improve performance has made organisations to resort to other means or new strategies to improve employees’ performance in organisations. That is, managers constantly make efforts to direct employees’ performance towards achieving organisations’ goals. Can these efforts lead to the desired goals if the employees are ignorant of what is expected of them? In other words, can employees who lack essential knowledge for carrying out their defined tasks make significant contributions to the achievement of the organisations’ goals? Given the importance of human resources in all organisations, do organisations value knowledge management? Do managers implement knowledge management in their organisations? How can knowledge management be fully utilised in organisations? How does knowledge management affect performance in organisations? 1.3 THE STATEMENT OF THE HYPOTHESIS This study is designed to find out whether or not there is a relationship between knowledge management and performances of employees in Eco Bank Nigeria PLC. In other to establish or otherwise of the relationship, the following hypothesis has been formulated to guide the study. Ho: There is no significant relationship between knowledge management and performance level of employees in organisations. 1.4 OBJECTIVES OF THE STUDY Every research is undertaken to achieve a purpose. The objectives of this study include the following: To investigate the effect of knowledge management on employees performance. To determine whether or not the concept of knowledge management has been accepted in Eco Bank Plc. To identify how knowledge management can be fully utilised in Eco Bank Plc. 1.5 SIGNIFICANCE OF THE STUDY This study is about knowledge management and performance of employee in an organisation. Most organisation today have picked a high interest in the concept of knowledge management and the performance of their employees so as to bring about increase in output and also to bring about effectiveness and efficiency of their workers. In as much as, the study does not only add to the knowledge of the researcher about the concept of knowledge management, it will also give a great assistance to students and whosoever that will embark on further research work on this same field of related field. This study is of great importance because it will make one to view the importance of knowledge management in an organisation and also to get the most value from a company's intellectual assets. It will also give an insight as to the benefit of knowledge management and how it affects the performance of employee in the organisation. It will give reasons to for those organisations that do not value the concept of knowledge management and do not view it as a threat to their employees’ performance. Finally, Eco Bank Plc will benefit from the study because at the end of the study suggestions and recommendation are made that will be useful to the bank’s personnel management department. 1.6 SCOPE OF THE STUDY The study main aim is to identify the effect of knowledge management on the performance of employee in organisations with particular reference to Eco Bank Nigeria PLC. The research covered a period of four years (2009 – 2012). The research will cover three (3) branches of Eco Bank Plc all in Jos, the Plateau state capital. 1.7 DEFINITION OF TERMS KNOWLEDGE MANAGEMENT: this comprises a range of strategy and practice used in an organisation to identify, create, represent, distribute and enable adoption of insights and experience. PERFORMANCE: accomplishment of a given task measured against pre-set known standard of accuracy, completeness, cost and speed. CHAPTER TWO LITERATURE REVIEW 2.1 INTRODUCTION Knowledge management as a conscious discipline would appear to be somewhere between five and fifteen years old. It evolved from the thinking of academic pioneers and management theorist, such as Peter Drucker in the (1959), Karl-Erik Sveiby in the late (1986), and Nonaka and Takeuchi in the (1995), Paul Strassmann, and Peter Senge in the United States and Sveiby (1986). According to the works of John Thomas (2009) he stated that writers and pioneers in the persons Drucker and Strassmann have stressed the growing importance of information and explicit knowledge as organizational resources, and Senge has focused on the "learning organization," a cultural dimension of managing knowledge. Chris Argyris, Christopher Bartlett, and Dorothy Leonard-Barton (1970s) of Harvard Business School have examined various facets of managing knowledge. By the mid-1980s, the importance of knowledge (and its expression in professional competence) as a competitive asset was apparent, even though classical economic theory ignores (the value of) knowledge as an asset and most organizations still lack strategies and methods for managing it. An understanding was beginning to emerge as at time that worker learned from experience. This made phenomenon led corporation in the fifties to begin to analyse and codify their observations. Organisations understood that the better and quicker they were able to manage the learning processes, the better equipped they were to pass on the tacit understanding that forms the basis of how they operate. By 1990, a number of management consulting firms had begun in-house knowledge management programs, and several well known U.S, European, and Japanese firms had instituted focused knowledge management programs. Xerox in the USA, in the European nations the United Kingdom, companies like General Electric, British Petroleum and Hewlett-Packard and in Japanese firm, Matsushita Japan. Knowledge management has grown popular now in this technological era in which many things are changing and managers in organisation’s are faced with the major challenge of how to use all the resources at hand to face such a turbulent environment and also so as to stay in business. If knowledge is been taken seriously mangers will find out that such it is important to employees performance and therefore, should never be underestimated, since it can give the organisation a competitive edge. 2.2 CONCEPT OF KNOWLEDGE MANAGEMENT Organizations do not only have tangible assets such as buildings, machinery, and equipment but also intangible assets such as the knowledge and know-how possessed by their employees, intellectual capital, and other non-tangible assets. In the digital economy, information and knowledge creation, distribution, and application has become the largest source of wealth creation for organizations. For organizations to take full advantage of the massive amount of knowledge they possess, they must manage the information efficiently. Knowledge Management knowledge management is one of the hottest topics in both the industrial and information research world. In our daily life, we deal with huge amount of data and information. Data and information is not knowledge until we know how to dig the value out of it. This is the reason why we need knowledge management. Despite the great interest that scholars have of knowledge management, its wide recognition and acceptance, there is no universal definition of knowledge management, just as there is no agreement as to what constitutes knowledge in the first place. The idea of knowledge management does not come from consultants; it constitutes the practical and substantial response of executives and specialists to the needs of economy and society: globalization, communication technology and the cognitive perspective of businesses or organizations in general. Kroenke, (2011) stated that Knowledge management comes from the understanding of the critical value of the other factors, less typical than document or data, and the awareness on the need for finding modes to sustain it and get from it strategically benefits. Organizational knowledge is the result of an integration of collective thinking materialized in best practices, staff mental models and business process management, and as much tacit knowledge control and management. Also enterprises have a perception, a dynamic memory and a long term memory. "Best practices" are in constant evolution and subject to revolutions. Knowledge is built in the minds of people. Collective knowledge in an organization is evidenced in their business attitude and behaviour. Regarding business learning, another stimulant of knowledge management that originates from economy and more directly from Knowledge Masters (or knowledge engineers) is how to discover or detect variations of effectiveness. Why do organizations that do the same global operations reach their results in a substantially different way, even if workers have access to the same information, technology and company resources? Knowledge Management declared that not all information is created equally, and that different types of information have different values and therefore must be managed in different ways. This perception (that applies better to knowledge) remains in the DNA of knowledge management. Knowledge management is a concept and a term that arise approximately two decades ago, roughly in 1990. Defining it in a very simple way one might say it means organising an organisation’s information and knowledge holistically, but this definition does not cover the concept of knowledge management. Some scholars have given some good definition of the concept, in which will be viewed below. Davenport (1994), defines Knowledge management as “the process of capturing, distributing, and effectively using knowledge.” This definition is simple, stark and to the point. This definition shares a very organisational and corporate orientation. One can say is basically and primarily about managing the knowledge of and in organisations. This is a very simple definition that will give an insight to any person the basic idea about knowledge management. Lynch R. (2006) defines Knowledge management as the “the retention, exploitation and sharing of knowledge in an organisation that will deliver sustainable competitive advantage.” In the same vain knowledge according to Lynch is a fluid mix of framed experience, value, contextual information and expert inside. It is accumulate over time and shapes the organisation’s ability to survive and compete in the markets. Also it is important to note that knowledge is not ‘data’ of ‘information’. Knowledge creation which is the development and circulation of new knowledge should be encouraged. Duhon (1998) defines Knowledge management as “a discipline that promotes integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets. These assets may include databases, document, policies, procedures, and previously un-captured expertise and experience in individual.” This definition is more elaborate, due the fact that it did not only define the concept KM but went further to shade more light to it. According to a recent International Data Corporation (IDC) report (2012), Knowledge management is in a state of high growth, especially among the business and legal services industries.  As the performance metrics of early adopters are documenting the substantial benefits of knowledge management, more organizations are recognizing the value of leveraging organizational knowledge.  As a result, knowledge management consulting services and technologies are in high demand, and knowledge management software is rapidly evolving.  Newman (1991) defines Knowledge Management “as the collection of processes that govern the creation, dissemination, and utilization of knowledge.” He also stated that “knowledge is more relevant to sustain business than capital, labour or land” because it provide the individual with the opportunity to novel situations. .In the words of DiMattia and Order (1997), they defined Knowledge management as “the process through which organisations generate value from intellectual and knowledge based assets”. In simple terms knowledge management refers the management of knowledge that is prevalent in and around us. Knowledge management also involves “blending a company’s internal and external information and turning it into actionable knowledge via a technological platform.” Bertels defines Knowledge Management “as the management of the organization towards the continuous renewal of the organizational knowledge base - this means e.g. creation of supportive organizational structures, facilitation of organizational members, putting IT-instruments with emphasis on teamwork and diffusion of knowledge (as e.g. groupware) into place.” Google (2012) defines Knowledge management “as strategies and processes designed to identify, capturing, structure, value, leverage, and share an organisation’s intellectual assets to enhance performance and competitiveness.” It is based on two critical activities: capture and documentation of individual explicit and tacit knowledge, and its dissemination within the organisation. Knowledge Management refers to a multi-disciplinary approach to achieving organizational objectives by making the best use of knowledge. Knowledge management focuses on processes such as acquiring, creating and sharing knowledge and the cultural and technical foundations that support them. Knowledge management comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insight and experience. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organizations as processes or practices. Knowledge management is essentially about getting the right knowledge to the right person at the right time. This in itself may not seem so complex, but it implies a strong tie to corporate strategy, understanding of where and in what forms knowledge exists, creating processes that span organizational functions, and ensuring that initiatives are accepted and supported by organizational members. Knowledge management may also include new knowledge creation, or it may solely focus on knowledge sharing, storage, and refinement. Knowledge is the full utilization of information and data, coupled with the potential of people's skills, competencies, ideas, intuitions, commitments and motivations. BusinessDictionary.com (2012) defines Knowledge management as “the strategies and processes designed to identify, capture, structure, value, leverage, and share an organisation’s intellectual assets to enhance it performance and competitiveness. It is based on two critical activities: capture and documentation of individual explicit and tacit knowledge and dissemination within the organisation.” Knowledge is defined (Oxford English Dictionary, 2012) variously as expertise, and skills acquired by a person through experience or education; the theoretical or practical understanding of a subject; what is known in a particular field or in total; facts and information or awareness or familiarity gained by experience of a fact or situation. Philosophical debates in general start with Plato's formulation of knowledge as "justified true belief". We can also say that knowledge refers to the ability of an actor to respond to a body of facts and principles accumulated over a period of time. Knowledge management is defined as the process of creating value from intellectual capital and sharing that knowledge with employees, managers, suppliers, customers, and others who need it. Knowledge management provides a means for organizations to make its intellectual capital available to users inside and outside the organization as input to their work of creating more knowledge and improving organizational performance and productivity. Knowledge management allows organizations to work smarter and enhances organizational learning. Knowledge management involves creation, acquisition, storage, and distribution of knowledge in the organization. Organizational leaders encourage employees to be innovative and create knowledge that is captured and stored in databases, documents, and expert systems. The knowledge is categorized and indexed for easy access by users through intranet knowledge portals, e-mail, search engines, groupware, and community of practice (COP), and collaboration portals. Employees and leaders in the organization apply the knowledge via decision support systems and enterprise applications that use available knowledge to enhance decision making and organizational performance. Examples of a knowledge management system are enterprise-wide knowledge management system, knowledge work systems, and intelligent techniques. According to Haag, Cummings, and McCubbrey (2005), enterprise-wide systems involve an integrated organization-wide effort to collect, store, and distribute structured and unstructured data stored in databases, documents, and other media. Knowledge work systems involve specialized workstations that enable professionals to create, discover, and share knowledge using special networks and portals (COP). Intelligent techniques involve the utilization of tools for discovering patterns that aid decision making such as data mining, neural networks, expert systems, fuzzy logic, and intelligent agents. Knowledge management is an audit of "intellectual assets" that highlights unique sources, critical functions and potential bottlenecks which hinder knowledge flows to the point of use. It protects intellectual assets from decay, seeks opportunities to enhance decisions, services and products through adding intelligence, increasing value and providing flexibility. Knowledge management complements and enhances other organizational initiatives such as total quality management (TQM), business process re-engineering (BPR) and organizational learning, providing a new and urgent focus to sustain competitive position. Alavi and Leidner’s (2001), propose that knowledge “represents information possessed in the minds of individuals, specifically “personalized information (which may or may not be new, unique, useful, or accurate) related to facts, procedures, concepts, interpretations, ideas, Observations and judgments”. Knowledge management is the process through which organizations create, classify, organize, store, distribute, and apply information and knowledge within the organization. Taking all the above definitions of knowledge management one can say that knowledge management is not just about managing knowledge for knowledge’s sake, the overall objective is to create value and leverage, improve and refine the firm’s competences and knowledge assets to meet organisational goals and target. Knowledge management has also become a cornerstone in emerging business state. Knowledge management is a systematic approach for collaborative thinking, learning and performance (TLP) to nurture individual minds, bring knowledge transparency, and harness the collective intelligence and to improve the operational excellence. Effective knowledge management system is the one that can help perfectly manage the knowledge lifecycle. Knowledge management can be summarized as the process whereby an organisation makes use of its intangible resources (knowledge) to gain a competitive edge over its competitors. 2.3 CONCEPT OF PERFORMANCE Performance evaluation started as far back the 20th century, which can be traced to Taylor’s pioneering time and motion studies. Taylor was with the great burden of how to increase the productivity of the workers as at then. Business dictionary.com (2012), defines performance, “as the accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfilment of an obligation in a manner that releases the performer from all liabilities under the contract. Biswaject (2004) Performance evaluation is a systematic and periodic process that assesses an individual employee’s job performance in relation to certain pre-established criteria and organizational objectives. 2.4 DIMENSION OF KNOWLEDGE MANAGEMENT (KM) There are different frame works for distinguishing between different types of knowledge in existence. One proposed framework for categorizing the numerous dimension of knowledge distinguishes between tacit knowledge and explicit knowledge. Alavi and Leidner (2001) explain tacit knowledge as that which represents internalized knowledge that an individual may not be consciously aware of, such as how he or she accomplishes particular tasks. This is learning impressions in the people’s subconscious mind. It is also the ability or skill that people apply without thinking. This ability comes naturally to people. We can also call it “unconscious competence”. Some people believe that it cannot be communicated or shared with others. Some believe that through meditation, storytelling and ability to articulate one can share this knowledge with others. So there is one more level above it called “reflective competence.” Alavi and Leidner (2001) stated that explicit knowledge represents knowledge that the individual holds consciously in mental focus, in a form that can easily be communicated to other. This is the codified or documented knowledge or information that people can read, hear or see. This is also called “content”. It is easy to store, communication and reuse. Similarly, Hayes and Walsham (2003) describe content and relational perspectives of knowledge and knowledge management as two fundamentally different epistemological perspectives. The content perspective suggest that knowledge is easily stored because it may be codified, while the relational perspective recognizes the contextual and relational aspects of knowledge which can make knowledge difficult to share outside of the specific location where the knowledge is developed. Early research by Serenko and Bontis (2004) suggest that a successful knowledge management effort needs to convert internalized tacit knowledge into explicit knowledge in order to share it, but the same effort must also permit individuals to internalize and make personally meaningful any codified knowledge retrieved from the knowledge management effort. Subsequent research into knowledge management suggests that a distinction between tacit knowledge and explicit knowledge represents an oversimplification and that the notion of explicit knowledge is self-contradictory. Specifically, for knowledge to be made explicit, it must be translated into information (i.e., symbols outside our heads). The Nonaka and Takeuchi (1995) model focuses on knowledge spirals that explain the transformation of tacit knowledge into explicit knowledge and then back again as the basis for individual, group, and organisational innovation and learning. Later on, IkujiroNonaka (1995) proposed a model for Socialization, Externalization, Combination, Internalization (SECI) which considers a spiralling knowledge process interaction between explicit knowledge and tacit knowledge. In this model, knowledge follows a cycle in which implicit knowledge is 'extracted' to become explicit knowledge, and explicit knowledge is re-internalized' into implicit knowledge. More recently, Krogh, Nonaka (2009) returned to his earlier work in an attempt to move the debate about knowledge conversion forwards. The Knowledge Spiral as described by Nonaka& Takeuchi. (1995) Socialization (tacit-to-tacit) which is the first step, states that much knowledge, perhaps 80%, lies in people’s brains. The aim of the knowledge worker is to find ways to collect this tacit knowledge. Socialization consists of sharing knowledge through social interaction. People hold much knowledge that will never be shared if none work on it. This involves arriving at a mutual understanding through the sharing of mental model. This means there will be little risk that the know-how of the company leaves at the same time of retirement. Socialization is a very effective means of knowledge creation, maybe one of the easiest but never the less the more limited. It is also very difficult and time-consuming to disseminate all. Socialization is a process in which workers acquire knowledge, skills, attitude and culture of the organisation. Externalisation (tacit-to-explicit) which is the second step gives a visible form to tacit knowledge and converts it to explicit knowledge. Nonaka and Takeuchi (1995) define it as “a quintessential knowledge creation process in that tacit knowledge becomes explicit, taking the shape of metaphors, analogies, concept, hypotheses, or models”. In this case individuals are able to articulate the knowledge and know how. This is the combination of the tacit and explicit knowledge. The third step which is “Combination (explicit-to-explicit)” is the process of recombining discrete pieces of explicit knowledge into a new form. No new knowledge is created at this step. It is rather to improve what we have gathered so far, to make synthesis or a review report, a brief analysis of new database. The content has been organised logically to get more sense consolidated. Internalization (explicit-to-tacit), is the fourth step. This is a conversion process, which occurs through diffusing and embedding newly acquired and consolidated knowledge. In some way, internalization is strongly linked to “learning by doing”. Internalization converts or integrates shared and /or individual experience and knowledge into individual mental models. Once internalizes, new knowledge is then used by employees who broaden it, extend /it and reframe it within their own existing tacit knowledge. A second proposed framework for categorizing the dimensions of knowledge is by Sensky (2002) who distinguishes between embedded knowledge of a system outside of a human individual (e.g., an information system may have knowledge embedded into its design) and embodied knowledge representing a learned capability of a human body’s nervous and endocrine systems. A third proposed framework for categorizing the dimensions of knowledge distinguishes between the exploratory creation of "new knowledge" (i.e., innovation) vs. the transfer or exploitation of "established knowledge" within a group, organization, or community. Collaborative environments such as communities of practice or the use of social computing tools can be used for both knowledge creation and transfer. 2.5 PILLARS OF KNOWLEDGE MANAGEMENT There are three pillars that constitute the component of knowledge management. They include; technology, process, and people management. Technology management is the sophisticated or innovative system that must be process-driven and must be easy to embrace. Comprehensive system maximizes the scalability and consistency and help people embrace the knowledge management practice naturally. Good knowledge management systems must be in line with the business functions or business objectives. (lpcube.com/km/) Process management is an innovative approach for performing certain task or function in the best possible way. It drives collaboration or teamwork and brings consistency and scalability to some extent. Collaborative and system thinking are addressed through knowledge management practices and culture. (lpcube.com/km/) People management is an individual with the ability to think, learn and perform. The value is measured in term of attitude, learning ability, innovation, excellence, speed and quality. They are responsible for knowledge creation and application. The right combination of individual capability, energy level and interest is the key success factor. (lpcube.com/km/) All these three pillars of Knowledge management are equally important. If any of these three is missing, then knowledge management will not be effective and the knowledge management project will fail. Davenport et al, (1997). Davenport et al (1997) stated that Knowledge that resides in the minds of people in an organisation, but has not been put in structured, document-based form, are called “tacit” (versus explicit) knowledge According to Haag, S., Cummings, M., &McCubbrey, D. J. (2005), Knowledge management has two primary aspects which are “the first aspect treat the knowledge component of business activities as an explicit concern of business reflected in strategy, policy, and practice at all levels of the organization and second aspect makes a direct connection between an organization's intellectual assets - both explicit (recorded) and tacit (personal know-how) and positive business results)”. 2.6 KNOWLEDGE MANAGEMENT (KM) STRATEGIES. Organisations are facing ever-increasing challenges brought on them by marketplace pressures or the nature of the workplace. Many organisations are now looking to knowledge management to address these challenges. Such initiatives are often started with the development of a knowledge management strategy. (wikipedia.org/wiki/knowledge_management ) To be successful, a knowledge management strategy must do more than just outline high-level goals such as ‘become a knowledge-enabled organisation’. Instead, the strategy must identify the key needs and issues within the organisation, and provide a framework for addressing these. Taking this approach ensures that any activities and initiatives are firmly grounded in the real needs and challenges confronting the organisation. Knowledge may be accessed at three stages which include before, during, or after knowledge management-related activities. Different organizations have tried various knowledge capture incentive, including making content submission mandatory and incorporating rewards into performance measurement plans. Considerable controversy exists over whether incentives work or not in this field and no consensus has emerged. (wikipedia.org/wiki/knowledge_management ) One strategy to knowledge management involves actively managing knowledge (push strategy). In such an instance, individuals strive to explicitly encode their knowledge into a shared knowledge repository, such as a database, as well as retrieving knowledge they need that other individuals have provided to the repository. This is also commonly known as the Codification approach to knowledge management. (wikipedia.org/wiki/knowledge_management ) Another strategy to knowledge management by Snowden (2002), involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis (pull strategy). In such an instance, expert individual(s) can provide their insight to the particular person or people needing this. This is also commonly known as the Personalization approach to knowledge management. Other knowledge management strategies and instruments for companies include; Rewards (as a means of motivating for knowledge sharing), storytelling (as a means of transferring tacit knowledge); Cross-project learning and knowledge mapping (a map of knowledge repositories within a company accessible by all); expert directories (to enable knowledge seeker to reach to the experts); competence management (systematic evaluation and planning of competences of individual organization members); proximity & architecture (the physical situation of employees can be either conducive or obstructive to knowledge sharing); measuring and reporting intellectual capital (a way of making explicit knowledge for companies) and the knowledge brokers (some organizational members take on responsibility for a specific "field" and act as first reference on whom to talk about a specific subject). 2.7 DEVELOPING A KNOWLEDGE MANAGEMENT STRATEGY In the works of James Robertson (2004), it was stated that there are many approaches for developing a knowledge management strategy, each supported by a holistic model of KM processes. Developing a knowledge management strategy (2004) These can be classified into two main approaches: The top-down, which is the overall strategic direction of the organisation, is used to identify the focus of the knowledge management initiative. This is reflected in a series of activities designed to meet this broad goal, the second approach is the bottom-up in which research is conducted into the activities of staff involved in key business processes. The findings of this research highlights key staff needs and issues, which are then, tackled through a range of knowledge management initiatives. Each of these approaches has its strengths, and in practice, a success KM programmed must encompass both. The points below focus strongly on the needs analysis activities with staff, to drive a primarily bottom-up strategy: Identify the key staff groups within the organisation. These groups deliver the greatest business value, or are involved in the most important business activities. Conduct comprehensive and holistic needs analysis activities with selected staff groups, to identify key needs and issues. Supplement this research with input from senior management and organisational strategy documents, to determine an overall strategic focus. Based on these findings, develop recommendations for addressing the issues and needs identified and implement a series of strategic and tactical initiatives, based on the recommendations. These will select suitable knowledge management techniques and approaches. 2.7.1 BENEFITS OF TOP-DOWN KNOWLEDGE MANAGEMENT (KM) APPROACH STRATEGY Historically, many knowledge management strategies have focused solely on the top-down approach, identifying high-level objectives such as ‘become a knowledge-enabled organisation’. With little understanding, of the key issues and needs of staff throughout the organisation, these initiatives found it difficult to engage staff in the required cultural and process changes. As a result, many of these initiatives had little long-term impact on the organisation, despite initial efforts. Recognising these issues, this approach focuses much more strongly on the initial needs analysis activities. The approach to developing a knowledge management strategy provides a number of major benefits according to James Robertson (2004): The holistic focuses on needs analysis, will identify a wide range of issues and requirements. Some will be organisation-wide, while others will be specific to individual business units or job roles. The use of a range of needs analysis techniques will identify, cultural issues, key business needs, duplication of effort, inconsistencies in practices, inefficiencies in business processes, opportunities for improved policies or procedures, major business risks, and much more. Also solution-independent approach used to develop the knowledge management strategy makes no assumptions about the solutions that might be implemented. As such, the approach is independent of any technologies implemented, or knowledge management techniques applied. Instead, the approach is to identify the need, and then determine the solution. Talking with staff is always enlightening. This is simple due to the use of well-tested needs analysis techniques gives confidence that the true issues in the organisation will be identified. In practice, these simply ‘fall out’ of the research activities, with the key strategic and tactical recommendations becoming obvious in most cases. This simplicity makes the process easy to implement, and ensures that the findings and recommendations are well-understood throughout the organisation. Thus making it more efficient, in which a modest amount of initial research will be sufficient to identify the most crucial problems within the organisation. These can then be tackled with suitable activities and initiatives. Once this first round of projects have delivered tangible business benefits, additional targeted research can be used to identify further issues to be addressed. This ‘iterative’ approach can then be repeated, ensuring that business improvements are seen even as the next round of research is initiated and there are many ‘good ideas’ that can be drawn from the field of knowledge management. The challenge is to identify those approaches that will have the greatest impact upon the organisation. By starting with the needs analysis, approaches can be targeted to address the most critical issues, or to deliver the greatest business benefits. Target the critical issues with the KM strategy 2.8 KNOWLEDGE MANAGEMENT CYCLE The knowledge management cycle has to with the way and manner in which knowledge management processes takes place in every organisation. Knowledge follows a cycle in which implicit knowledge is 'extracted' to become explicit knowledge, and explicit knowledge is re-internalized' into implicit knowledge. Knowledge management tries to create knowledge in the relevant field that it intends or work in. It then tries to capture all the relevant knowledge that is available within the organization regarding technology, process and people management. Once the knowledge is captured, the knowledge is filtered/ refined and is tuned to the requirement of the organization. This knowledge is stored and it acts as a data bank for all i.e. within and outside the organization to refer. However, it depends on the organization as to how much of knowledge they would like to share. It is up to the management to decide and also manage the knowledge that is available and also disseminate the knowledge as and when required. In the process, if there is the creation of new knowledge then the similar process starts again. David J Skyrme (1999), stated that there are two main approaches to knowledge management cycle which are as follows: Better sharing of existing knowledge - knowing what you know; examples include sharing best practice, avoiding "reinventing the wheel", and the use of intranets as portals into core knowledge that is widely shared. Also faster or smarter innovation - creating and commercializing new knowledge which involves converting ideas into valuable products, services or processes, either internally or for external sale. David .J. Skyrme (1999) The evolution of knowledge can be represented in two approaches (life cycles): 2.8.1 THE INNOVATION CYCLE David .J. Skyrme (1999) shows the evolution and the generation of ideas (unstructured knowledge) into more structured and reproducible knowledge, embedded within processes or products. Some of the key processes are: Create an idea for a new product, process or strategy is created. These are discussed and formalised to initiate a new cycle of innovation. Then one can codify the ideas, such as in a product design or a process description. The original idea is now more structured and transferable. In the next stage (for a product) the knowledge is encapsulated in a prototype, or for a process made part of organizational procedures (Embed). Products are then diffuse to reach the market; processes are widely practiced throughout the organization. Application of the embedded knowledge generates ideas for improvements, and so the cycle repeats. 2.8.2 THE KNOWLEDGE SHARING CYCLE David J Skyrme (1999) defined the knowledge sharing cycle “as the processes associated with gathering and disseminating existing knowledge”. For most knowledge management programmes, this is the primary focus. Knowledge is stored in one or more repositories, such as computer storage for explicit knowledge and people's heads for tacit knowledge. The descriptors below relate mostly to explicit knowledge. In our pages on information management (forthcoming) we show a more complete variation of this cycle using IM terminology - the Information Life Cycle. In the same the same work David J Skyrme (1999), the knowledge sharing cycle was further explained in which the sharing process start by creating/collecting new knowledge or existing knowledge is gathered. A knowledge audit is a good technique for discovering what exists. After the creation/collection, the knowledge is organize/store, perhaps using a company specific taxonomy. This makes subsequent retrieval easier. This stored knowledge is then share/disseminate. Information may be 'pushed' to people as part of routine dissemination or it may be simply 'parked' in information repositories for individuals to access it when needed. For tacit knowledge, this part of the cycle involves knowledge transfer activities such as meetings. The knowledge is accessible to individuals, who can browse or search their organization's information and document repositories, typically via an intranet. Users 'pull' the information when they need it. And use/exploit this knowledge to carry out specific tasks. As they use it the knowledge is evaluated, refined and improved. As a result new knowledge is created and the cycle repeats. The use knowledge becomes raw material to the organisation. The knowledge management cycle is repeated after the knowledge is used up this cycle is a continuous process which when observed well will increase the workers output. In the both sharing and innovation cycle all the knowledge is repeated after the last step is carried out. 2.8.3 IMPLICATIONS OF THE KNOWLEDGE MANAGEMENT (KM) CYCLE David J Skyrme (1999) stated that “the knowledge cycles provide a good basis for considering the effectiveness of various information and knowledge development and sharing processes”. In particular they can be useful for: Pinpointing areas of strength and weaknesses, and hence what skills or systems need improvement. Creating dialogue over how different people and different parts of the organization manage their information and knowledge and identifying bottlenecks in information and knowledge processing. Highlighting opportunities to capture and disseminate best practice in information and knowledge management. Knowledge management can play a key role in supporting the information needs of management staff, it also assists with the monitoring and coaching skills needed by modern managers and it can assist by putting in place a structured mechanism for capturing of transferring knowledge when staff retires. 2.9 THEORIES OF KNOWLEDGE MANAGEMENT A broad range of thoughts on the knowledge management discipline exist; approaches vary by author and school. As the discipline matures, academic debates have increased regarding both the theory and practice of knowledge management to include the following perspectives: Spender & Scherer (2007) stated two theories. Techno-centric theory focuses on technology, ideally those that enhances knowledge sharing and creation. Organizational theory focuses on how an organization can be designed to facilitate knowledge processes best. Ecological theory is based on the interaction of people, identity, knowledge, and environmental factors as a complex adaptive system akin to a natural ecosystem. Spender & Scherer (2007), stated that regardless of the school of thought, core components of knowledge management include people, processes, technology (or) culture, structure, technology, depending on the specific perspective 2.10 THE VALUE OF KNOWLEDGE MANAGEMENT Some benefits of knowledge management correlate directly to bottom-line savings, while others are more difficult to quantify. In today's information-driven economy, companies uncover the most opportunities — and ultimately derive the most value — from intellectual rather than physical assets. To get the most value from a company's intellectual assets, knowledge management practitioners maintain that knowledge must be shared and serve as the foundation for collaboration. Yet better collaboration is not an end in itself; without an overarching business context, knowledge management is meaningless at best and harmful at worst. Consequently, an effective knowledge management program should help a company do one or more of the following: Foster innovation by encouraging the free flow of ideas and improve decision making. Improve customer service by streamlining response time and boost revenues by getting products and services to market faster. Enhance employee retention rates by recognizing the value of employees' knowledge and rewarding them for it. Streamline operations and reduce costs by eliminating redundant or unnecessary processes and improves competitive advantage These are the most prevalent examples. A creative approach to knowledge management can result in improved efficiency, performance, higher productivity and increased revenues in practically any business function. 2.11 KNOWLEDGE MANAGEMENT DRIVERS According to IDC (2002), certain factors brought about the concept of knowledge management. These main drivers behind knowledge management efforts are: Knowledge Attrition is one of the drivers of knowledge management. Despite the economic slowdown, voluntary employee turnover remains high.  A recent survey by the global consulting firm Drake Beam Morin revealed an average voluntary employee turnover rate of 20 percent with 81 percent of organizations citing employee turnover as a critical issue. Estimated annual costs of employee turnover were a staggering $129 million per organization.  Much of this cost is due to knowledge attrition, which can be effectively minimized using knowledge management techniques. Knowledge Merging is also another knowledge management driver which has been in existence since 1980, the annual value of mergers has raised 100 fold reaching a cumulative $15 trillion in 1999.  Over 32,000 deals were announced; triple the number of 10 years earlier and more than 30 times as many as in 1981.  The recent frenzy of corporate mergers coupled with the increased need to integrate global corporate communications requires the merging of disparate and often conflicting knowledge models. Also content management which is the explosion of digitally stored business-critical data is widely documented. Forester Research estimates that online storage for Global 2,500 companies will grow from an average of 15,000 gigabytes per company in 1999 to 153,000 gigabytes by 2003, representing a compound annual growth rate of 78%.  As the volume of digital information expands, the need for its logical organization is critical for purposes of information retrieval, sharing and reuse. E-Learning is another driver, as the economy becomes more global and the use of PCs more pervasive, there has been a dramatic increase in e-learning, also known as computer based training. E-learning is closely linked to an overlapping with, but not equal to knowledge management.  E-learning can be an effective medium for knowledge management deliverables. In conclusion Organizations are realizing that intellectual capital or corporate knowledge is a valuable asset that can be managed as effectively as physical assets in order to improve performance.  The focus of knowledge management is connecting people, processes and technology for the purpose of leveraging corporate knowledge. CHAPTER THREE RESEARCH METHODOLOGY 3.1 RESEARCH METHODOLOGY The research methodology gives a detail on how the research work is to be carried out. The instrumentation used in the course of this project was based on a survey research, where collected from the population for careful, intensive study and analysis. This study will accomplished by: Questionnaire: The questionnaire is probably the most used method of data collected. This device is used for obtaining answers to research relevant questions from a sample of respondents by using a form which the respondent will fill. The questionnaire will be a combination of opened and closed-ended questions. In which the opened-ended questions will be designed to permit a free response from the respondents; while the closed-ended is designed in a way that the responses of the subject are limited to stated alternatives. Chi-square: is any statistical measurement of how expectations compare to result. Chi- square is a statistical test in which the sampling distribution of the test statistic is the chi-square distribution hypothesis method of analysing sample of a given population. The chi-square statistical tool will used to test the variables associated with the hypotheses formulated at 5% (0.05) significance level. 3.2 POPULATION AND SAMPLE SIZE FRAME Razaqad and Ajayi (2000: pg 10) defined population as “a set of possible cases of interest in a given research activity.” The population of study is that group (usually of people) or set of individuals, objects or measurements about whom we want to draw conclusions about. The study population is that aggregation of elements from which the sample is actually selected. As cited in Research Methodology and Seminar in Business Lecture Note (2012), by Dr. J. K. Yere, Jankowitz (1991) defines sampling as “the deliberate choice of a number of people, the sample, who are to provide the data necessary to draw conclusion from, about a large group, the population whom these people represents”. A sample is therefore a subset of the population of study. The sample is the total number of element of the population that are selected for closer study in the research. The population of the study is made of members of staff of ECO Bank Nigeria PLC in Jos, Plateau state. There has not been a satisfactory generalization on what the appropriate sample size to be studied. Several rules of thumb exist for estimating the sample frame. The most common is the 1/10th rule, which states that the researcher should try to obtain 1/10th of the population to study as his/her sample. Osuala (2005 pg: 24) defines Sampling frame as “a list of the members of the population under investigation and used to select the sample” this list should be as complete as possible. Sample means a selected number of the population which is been investigated. 3.3 SOURCE OF DATA AND INSTRUMENTATION This study makes use of both primary and secondary sources of data. The primary data are data obtain from source i.e. data obtain form the respondents through the use of questionnaires. While the secondary data are data collected from other sources aside from the primary source (bank) i.e. project, handout, textbook, journals, research report, internet and other printed media etc. The instrumentation deals with a process of selecting measuring devices for gathering desired data. The instrument used in the research work is the questionnaire method. This will help to get reliable and valid information so as to be able to have a very comprehensive detail on the effect of knowledge management and employee performance in ECO Bank Nigeria PLC. 3.4 TECHNIQUES OF DATA COLLECTION Since the study is using three branches in Jos, the state capital of Plateau state, by so doing it will give a many members of staff of the bank the opportunity to be a participant. This method does not give any special regards to any qualification of any sort. Also the data will be analysed in a simple descriptive way, in which data will be converted into percentage and presented in tabular form for easy analysis. 3.5 JUSTIFICATION OF METHOD USED In the case of data collection method, the research will make use of questionnaire so as to enrich the study immeasurably. The method of sampling is believed to be the most practicable, since the research goal is to attain the best result of the selected member of staff. Hence the use of random sampling method will be used to justify the nature and distribution of over population and also to encourage high degree representativeness, thereby reducing the sampling error. 3.6 SUMMARY This chapter is all about the research methodology that the researcher will adopt to make the study to become a reality or being practical in the real world. The research methodology gives the inside as to how the researcher seeks to achieve the work and the steps to follow. CHAPTER FOUR DATA PRESENTATION AND ANALYSIS 4.1 INTRODUCTION This chapter presents and analyzes the data collected through the questionnaire administered on the respondents. The data would be presented in frequency tables. The analysis would be based on the information contained in the frequency tables. The chapter also contains hypothesis testing. 4.2 DATA PRESENATION AND ANALYSIS The questionnaire issued, was divided into three sections. The first part was designed to collect the personal data of the respondents. This was followed by the request for highest educational qualification of the respondents and thirdly the knowledge management issues. A total of 90 copies of questionnaire were issued to three branches of Eco Bank all situated in Jos, the Plateau State capital. The questionnaire consists of 22 questions which are expected to be answered by the members of staff of Eco Bank Nigeria Plc, Jos branches. A total of 69 copies of questionnaire were returned. This gives a return rate of 77 percent. PERSONAL DATA Question one: Rank. A number of ranks were filled in by the respondents, which include three operational managers, three customer care managers, six customer care officers, eleven marketing officers, six security and twelve administrative officers. Table 4.1: Age Distribution Sex Frequency Percentage (%) 18-30 24 35 31-40 39 56 41-50 6 9 51-60 - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.1 shows that out of the 67 percent respondents, 35 percent of the respondents are between the ages of 18-30 years, 56 percent are between the ages of 31-40 years, nine percent are between the ages of 41-50 and 51-60 has none. From the table, 35 percent of the workers are mostly youth, who are more efficient and ambitious in their career line. Fifty six percent of the workers fall in this age range (31-40), that means most of the workers are young and ready to deliver while nine percent are elderly and are capable of sharing experiences with the young. Table 4.2: Sex Distribution Sex Frequency Percentage (%) Male 43 62 Female 26 38 Total 69 100 Source: Questionnaire Administered 2013. Table 4.2 shows that 62 percent of the respondents are male while 38 percent are females, this shows that there are more male workers than female in the organisation. Ecobank from all perspective prefer to employ male worker than female workers that is why the difference can be seen from the table above. Table 4.3: Marital Status Status Frequency Percentage (%) Married 35 51 Single 31 45 Divorced 3 4 Total 69 100 Source: Questionnaire Administered 2013. Table 4.3 indicates that 51 percent of the respondents are married, 45 percent are singles and four percent are divorcees. The bank has more married staff than the single maybe because married people are more stable and most time more responsible on the job, while it seems the bank do not employ divorcees, because only four percent of the workers are divorcees. Table 4.4 Length of service in the bank (ECO) Duration Frequency Percentage (%) Less than 5 years 27 39 6-10 years 35 51 11-20 years 7 10 21 years and above - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.4 shows that 39 percent or the respondents served with ECO Bank Jos branch for less than five years, 51 percent served within the range of 6-10 years, 10 percent have also served within 11-12 years while none is at the range of 21 years and above. The bank is a growing bank because the greater percentage of their workers have served with the bank for less than 10 years and only 10 percent of the workers served more than 10 years. QUALIFICATION Table 4.5: Educational qualification Qualification Frequency Percentage (%) Primary school certificate - - SSCE/ GCE O Level 4 6 NCE/ OND/ ND 18 26 HND/ Degree 34 49 Master Degree and above 13 19 Total 69 100 Source: Questionnaire Administered 2013. Table 4.5 indicates that none of the staff fall within the primary school certificate holders, six percent are SSCE/GCE/ O level holders, 26 percent are either NCE/OND/ND holders, 49 percent are either HND/ Degree holders and 19 percent has either the masters degree and above. From the table one can say that Eco Bank prefer to employ workers with HND/Degree holders so as to have qualified trained workers in their organisation. KNOWLEDGE MANAGEMENT DATA Table 4.6: Do you have a general knowledge of the concept knowledge management? Response Frequency Percentage (%) Yes 69 100 No - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.6 shows that all the members of staff in the bank have a general knowledge of the concept knowledge management. That means knowledge management is a known concept in the bank. The term knowledge management should be a known concept in the banking industry; this perhaps explains why all the respondents indicated that they had a general knowledge of the concept. Table 4.7 Does Eco Bank use knowledge management? Response Frequency Percentage (%) Yes 69 100 No - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.7 indicates that Eco Bank Plc make use of knowledge management at the fullest capacity due to the response of the respondent. Most workers try to protect the organisation that they work for, so their answers to question like this can be misleading. Table 4.8 How frequent does Eco Bank provides training and development programs in knowledge management behaviour? Response Frequency Percentage (%) Point of recruitment - - Quarterly 20 29 Annually 3 4 Frequently 46 67 Total 69 100 Source: Questionnaire Administered 2013. Table 4.8 indicates that training and development programs in knowledge management behaviour do exist at the point of recruitment, 29 percent quarterly, four percent annually, and 67 percent frequently. The organisation members here are not so certain as to how often knowledge management programs are carried out in their organisation this may be the reason why differences exist in their responses as to when such programs are held. Another reason may be due to their different positions in the bank. 4.9 Existence of knowledge management strategy in the bank Response Frequency Percentage (%) Yes 69 100 No - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.9 indicates that all the members of staff of the bank agreed that the organisation does have a knowledge management strategy. In as much as the questionnaire did not give provision as to the respondent to mention the knowledge management strategies used by Ecobank, they respondent all agree that they organisation have a knowledge management strategy that the used. Table 4.10 How effective is knowledge management in the Eco Bank? Response Frequency Percentage (%) Very effective 38 55 Effective 31 45 Not effective - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.10 shows that 55 percent of the respondents agreed that knowledge management is very effective in the bank, 45 percent agreed that it is effective and none of the respondent think is not effective. Knowledge management should be used very effectively in the banking industry because they operate in a very dynamic and turbulent environment. Thus it is very effective in the industry. Table 4.11 Do you recognise knowledge as key resource that should be managed? Response Frequency Percentage (%) Yes 69 100 No - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.11 shows that all the entire respondents recognised knowledge as key resources that should be managed in an organisation, without any doubt. Knowledge in any field is a key resource that should be harness and managed. This reason might have makes respondents to agree with the fact that knowledge is a key resource that should be managed. Table 4.12 Are you aware of the need to proactively manage knowledge? Response Frequency Percentage (%) Yes 68 99 No 1 1 Total 69 100 Source: Questionnaire Administered 2013. Table 4.12 indicates that 99 percent of the respondents are aware of the need to proactively manage knowledge, while one percent of the respondent is not aware. When knowledge is managed properly in an organisation, the people in such organisations will have a sense of belonging and perform better. Question fourteen: if your response to question seven is yes, give reasons. Among the 68 percent of the respondents that responded with a “yes” in question number seven, 57 percent of them gave their opinions as follows: It enhances the credibility of its staff and individual development. It reduces the inadequacy of employees’ performance and adds wisdom. Improves risk management skills and learning behaviour. Avoid misconception of in communication. Helps decision making and give an insight to the job at hand. Knowledge gap causes failure in an organisation but if proactively managed, there will be time reduction, effective decision making, increase competences and performance, work efficiency and effectiveness. Knowledge is a basic key to knowing what to do and also in the application of knowledge. Enable staff of the organisation apply knowledge properly to problem solving without compromising in any way and delivering value to its customers. While the remaining 43 percent respondents who also have “yes” as their response did not give reasons to back their answers. Table 4.13 Does the knowledge of the job affect your performance? Response Frequency Percentage (%) Yes 59 86 No 10 14 Total 69 100 Source: Questionnaire Administered 2013. Table 4.13, indicates that 87 percent of the respondents agreed that the knowledge of the job affects their performance, while 14 percent did not agree with that and did not give reasons to their selection. Thus majority of the respondent agreed that their knowledge on the job influence their performance level, which implies they tend to know what is expected of them and how to deliver to the full capacity, while the remain feel it has nothing to do with their performance. Knowledge on the job normally gives one the inside as to what is expected of you on the job. Without the knowledge on the job one cannot perform or will be left in blind spot and confused on the duties assign to him or her. Question sixteen: give reasons to question nine above. Among the 86 percent of the respondent that picked “yes” to question nine percent above, 53 percent gave their responds while the remaining 33 percent did not give any responds to the question. 53 percent of the respondents gave their opinion as follows: Knowledge on the job enhances ones performance in the industry and gives additional knowledge, idea and foresight. Knowledge on the job improves the standards of accuracy, completeness, reduces cost and increase speed and improves performance. It motivates one to perform better, with zeal, grace competency without any fear of errors, to be efficient and effective on the job which also increases once performance and gives a clear understanding on the job, remove ambiguous scenario and thus increase productivity. Knowledge on the job is a key performance indicator and makes workers to do it right the first time. The more knowledge one has on the job the more proficient you will be on the job. It keeps one abreast to work toward achieving the organisations mission and vision, thus achieving its goal in the best productive manner. Being knowledgeable will arm one better understanding of issue as they arise and the solution to prefer when solving problems (Decision making) and reduce risk (risk management). Table 4.14 Does knowledge management give you a sense of belonging and the zeal to perform at your best? Response Frequency Percentage (%) Yes 69 100 No - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.14 shows that all the entire respondents agreed that knowledge management give them a sense of belonging and the zeal to perform at their best. The entire respondents are with the view that, knowledge management give them an insight to the job, make them feel a sense of unity to deliver and also motivates and give them the zeal to perform at their best. Knowledge management give employee a sense of belonging and makes them performed at their peak, because when one is knowledgeable on the job it makes one efficient. Table 4.15 Do you see knowledge sharing as a source of strength? Response Frequency Percentage (%) Yes 69 100 No - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.15 shows that the entire respondent sees knowledge sharing as a source of strength. Knowledge sharing is seen as a source of strength in this organisation, thus the agreed to the fact that by sharing knowledge the human resources are boasted for greater efficiency and effectiveness. Knowledge sharing improvers performance in any organisation and gives a sense of direction to the workers. Knowledge sharing should be encouraged. Table 4.16 Do you consider knowledge hoarding as a source of weakness? Response Frequency Percentage (%) Yes 54 78 No 15 22 Total 69 100 Source: Questionnaire Administered 2013. Table 4.16 shows that 78 percent consider knowledge hoarding as a source of weakness, while 22 percent of the respondents do not consider it as a source of weakness. Some of employees here do not see knowledge hoarding as a source of weakness due to individual differences that exist in all organisations in which some of the member tend to behave according to their own ethics. Knowledge hoarding in a real organisational settings is a source of weakness because it stops advancement, team work and leads to unwholesome competition in the work environment. This is backed by the 78 percent of the respondents who agrees that knowledge hoarding is a source of weakness although 22 percent do not think of it that way. Table 4.17 Do you think knowledge management is important in your organisation? Response Frequency Percentage (%) Yes 69 100 No - - Total 69 100 Source: Questionnaire Administered 2013. Table 4.17 shows that the entire respondents think knowledge management are important in their organisation. This mean that the entire respondent agreed with the fact that knowledge management is important to their organisations. Knowledge management is indeed useful and important in any organisations because when properly checked, it will add to the performance of the organisations members. Question twenty one: give reasons for your answer to question 14. Among the 100 percent of respondents that picked “yes” as their answer in table 4.17 (question 14), 87 percent responded to this question, while 13 percent did not. The 87 percent of them gave their reasons as follows: Knowledge management is a key success factor and a performance indicator that provide a strong learning environment. Without knowledge management employee’s performance will be inadequate. Knowledge management reduce cost, improves performance and speed of accomplishing task, proficiency, competencies, productivity, encourages team, work and gives best result and quality of services. Help the organisation to keep abreast with the changing, dynamic and competitive environment in which new method of solving new challenges keeps emerging to give the best outcome. Also gives the staff a sense of belonging and understanding of the job, improves proficiency, efficiency and effectiveness of the employee. Accelerate knowledge creation. Aid in the removal of risk, and repeating the same error by correcting identity problem that need to be solve as they arise. It reduces cost by reuse of knowledge, increase speed of response due to better access to knowledge in service rendering. Make an organisation to be proactive by anticipating events and issues. Improves job functions and makes the organisation to know and practice more than just banking. Table 4.18 What are the challenges that knowledge management is facing in Eco bank? Response Frequency Percentage (%) Poor flow of information 15 22 Ineffective distribution system 6 9 Ambiguous information 7 10 Others (specify) - - None of the above 41 59 Total 69 100 Source: Questionnaire Administered 2013. Table 4.18 shows that 22 percent of the respondents agreed that knowledge management in Eco bank is faced with the challenge of poor flow of information, nine percent agreed that the major challenge is ineffective distribution system, 10 percent agreed that its major challenge is ambiguous information, 59 percent do not agreed to that knowledge management in Eco bank has any challenges whatsoever and none suggested any other challenges. From the table above one can deduced that knowledge management in Ecobank faces some challenges, although some of the respondents disagree with that but from the table one cannot over look the fact that they are facing some challenges. This is true because all organisations have their drawbacks. TEST OF HYPOTHESIS Ho: There is no significant relationship between knowledge management and performance level of employees in organisations. The chi-square statistictical tool was used to test the variables associated with the hypotheses formulated at 5% (0.05) significance level. Chi-square formula is given below: x2 =∑ (fo-fe)2 fe Where x2 = chi-square fo = observed frequency fe = expected frequency Expected frequency (fe) were computed using the formula; fe = rtxct gt Where rt = row total Ct = column total gt = grand total The degree of freedom was obtained using the formula (r-1) (c-1). Where r = total number of rows c = total number of columns Questions 12, 15, 17, 18, and 20 were used in testing the stated hypothesis. DECISION RULE: If the computed value of x2 (chi-square) is greater than the critical value of x2 (chi-square), we reject the null hypothesis and accept the alternate hypothesis. The two variables used in testing the stated hypothesis are knowledge management and performance level of employees. Knowledge management is the independent variable, while performance level of employees is the dependent variable. The hypothesis reads thus: Ho: There is no significant relationship between knowledge management and the performance level of employees H1: There is a significant relationship between knowledge management and the performance level of employees Table 4.19: Contingency Table Questions on knowledge management and the performance level of employees Responses Responses Yes No Total Do you recognize knowledge management as a key resource that should be managed? 69 0 69 Does the knowledge of the job affect your performance? 59 10 69 Does knowledge management give you a sense of belonging and zeal to perform at your best? 69 0 69 Do you see knowledge sharing as a source of strength? 69 0 69 Do you think knowledge management is important in your organization? 69 0 69 Total 335 10 345 Source: Questionnaire 2013 Calculation for expected frequencies (fe) fe1, 1 = (69x 335) 345 fe1, 1 = 67 fe1, 2 = (69 x 10) 345 fe1, 2 = 2 fe2, 1 = (69x 335) 345 fe2, 1 = 67 fe2, 2 = (69 x 10) 345 fe2, 2 = 2 fe3, 1 = (69x 335) 345 fe3, 1 = 67 fe3, 2 = (69 x 10) 345 fe3, 2 = 2 fe4, 1 = (69x 335) 345 fe4, 1 = 67 fe4, 2 = (69 x 10) 345 fe4, 2 = 2 fe5, 1 = (69x 335) 345 fe5, 1 = 67 fe5, 2 = (69 x 10) 345 fe5, 2 = 2 Table 4.20: Values for the computation of chi-square (X2) Fo Fe fo-fe (fo-fe)2 (fo-fe)2/fe 69 67 2 4 0.06 0 2 -2 4 2 59 67 -8 64 0.96 10 2 -8 64 32 69 67 0 0 0 0 2 -2 4 2 69 67 2 4 0.06 0 2 -2 4 2 69 67 2 4 0.06 0 2 -2 4 2 X2= 41.14 Degree of freedom = (row -1) (column -1) Therefore: df = (r-1) (c-1) = (5-1) (2-1) = (4) (1) = 4 Critical value of chi-square at 4 degrees of freedom under 0.05 significance level=9.488 Decision: Since the calculated value of X2 = 41.14 is greater than the critical value of X2 =9.488. We therefore reject the null hypothesis and conclude that there is significant Relationship between knowledge management and the performance level of employees. RESEARCH FINDINGS The major purposes of the data collection on the effect of knowledge management on performance of employee in Eco Bank Nigeria Plc are for evaluative and developmental purposes. Evaluative purpose implies that the information obtained from the data will serve as a guide on which decision making on knowledge management strategy can be based. On the other hand, the developmental purpose covers areas like need for adjustment of the knowledge strategy, and review of employee’s performance through the application of knowledge management. The data collected revealed that Eco bank members of staff have a general knowledge about the concept of knowledge management and also used a knowledge management strategy. It also has a positive effect on performance and gives the workers a sense of belonging and the zeal to perform at their best. Many of the workers at the bank agreed that knowledge management is effective and a key resource that should be managed in their organisation. Knowledge sharing is also seen as a source of strength because when knowledge is shared it gives a sense of belonging and team spirit in the organisation and reduces unwholesome competition in the organisation. In which all the employees agree that knowledge sharing is a source of strength. Eco bank members of staff believed that the knowledge of the job affect their performance on the job, that is, knowledge of the job enhances ones performance in the industry and gives additional knowledge, idea and foresight. Knowledge of the job improves the standards of accuracy, completeness, reduces cost and increase speed and improves performance. It motivates one to perform better, with zeal, great competency without any fear of errors, to be efficient and effective on the job which also increases employee performance and gives a clear understanding of the job, and thus increase productivity. CHAPTER FIVE SUMMARY CONCLUSION AND RECOMMENDATION 5.1 INTRODUCTION This chapter contains summary and limitations of the work, conclusions and recommendations, and suggestions for further research. The summary of the work is based on the entire study. Conclusions and recommendations are based on the research findings while suggestions for further research are based on the limitations of the study. 5.2 SUMMARY The impact of knowledge management on performance of employee in an organisation is a very important aspect that should be managed by the human resource department of every organisation. This study shed light on the effect of knowledge management on performance of employee of Eco Bank Nigeria Plc. The bank makes use of knowledge management, provide training and development programs at the point of recruitment and subsequently on the job, recognised the need to stored knowledge because is a key resource. Knowledge management affects employee’s performance and also gives most of the employees the sense of belonging and the zeal to perform their duties diligently. However, Eco bank is faced with certain some challenges in the area of knowledge management and they include poor flow of information, effective distribution system and ambiguous pieces of information. 5.3 CONCLUSIONS This study gives a broad dimension of how knowledge management and performance of employees are related to some extent. An effective knowledge management strategy gives employees a sense of belonging and also zeal to perform at their best. This is because knowledge of the job makes the worker more productive and self confidence. 5.4 RECOMMENDATIONS The following recommendations are based on the findings on this project work: Knowledge management strategy should be implemented by the human resource department of organisations so as to improve on the performance of their workers. Organisations should try to minimize the challenges that knowledge management faces in organisations. Since knowledge management is related to performance of employees, organisations should make it effective and efficient by ensuring that all employees know and embrace knowledge management. Organisations should store knowledge by making sure that their well-trained and maintained through different incentive strategy. Knowledge sharing and creation should be encouraged so as to improve team work which can enhance performance of employees. 5.5 LIMITATIONS One of the greatest drawbacks of this research work is the secrecy attitude of the organisation chosen for the case study. The respondents tended to avoid giving straight answer to open ended questions and this made the analysis quite challenging. Another limitation of the study was the difficulty associated with retrieval of the questionnaire from the respondents. The researcher had to content herself with the number of copies that could be retrieved. 5.6 SUGGESTION FOR FUTHER RESERACH STUDY This was carried out with the best and utmost zeal of the researcher. Given the limitations associated with this study, the researcher recommends that Nigerian banks should be encouraged to undertake similar study, so that the problem of secrecy, non retrieval of filled questionnaire faced by the researcher, will be eliminated. BIBLIOGRAPHY Admin (2004). 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Retrieved November 11, 2012, from http: //www.unc.edu/~sunnyliu/inls258uIntoduction_to_knowledge_management APPENDIX QUESTIONNAIRE I am a Masters of Business Administration (MBA) student of the Faculty of Administration, Department of Business Administration, and Ahmadu Bello University (ABU) Zaria. I am working on a research titled “Effect of Knowledge Management on Performance of employee in Eco Bank Nigeria Plc”. I sincerely need your maximum support and assistance in completing the following questions. All information provided would be for academic purpose and will be treated as confidential. Thank you in anticipation of your kind response. INSTRUCTION Please fill the blank spaces provided against questions 1, 8, 10, and 15. Tick the appropriate boxes where applicable. PERSONAL DATA: What is your rank? .................................................................. Indicate your age group: a) 18-30 [ ] b) 31-40 [ ] c) 41-50) [ ] d) 51-60 [ ] Sex: Male [ ] Female [ ] Marital status: Married [ ] Single [ ] Divorced [ ] How many years have you served in ECO Bank? Less than 5 years [ ] b) 6 -10 years [ ] c) 11 -20 years d) 21 years and above [ ] QUALIFICATIONS: What is your highest educational qualification? Primary school living certificate [ ] SSCE/ GCE (O level) [ ] NCE/OND/ ND [ ] HND/ DEGREE [ ] Masters Degree and above [ ] KNOWLEDGE MANAGEMENT DATA Do you have a general knowledge of the concept knowledge management? Yes [ ] b) No [ ] Does Eco Bank use knowledge management? Yes [ ] b) No [ ] How frequent does Eco Bank provide training and development programs in knowledge management behaviour? a) Once at the point of recruitment [ ] b) Quarterly [ ] b) Annually [ ] c) frequently [ ] Does the bank have a knowledge management strategy? Yes [ ] b) No [ ] How effective is knowledge management in the Eco Bank? Very effective [ ] b) Effective [ ] c) Not effective [ ] Do you recognise knowledge as key resource that should be managed? Yes [ ] b) No [ ] Are you aware of the need to proactively manage knowledge? Yes [ ] b) No [ ] If your response to question 7 is yes, give reasons ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Does the knowledge of the job affect your performance? Yes [ ] b) No [ ] Give reasons to your answer to question 9 above .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... Does knowledge management give you a sense of belonging and the zeal to perform at your best? Yes [ ] b) No [ ] Do you see knowledge sharing as a source of strength? Yes [ ] b) No [ ] Do you consider knowledge hoarding as a source of weakness? Yes [ ] b) No [ ] Do you think knowledge management is important in your organisation? Yes [ ] b) No [ ] Give your reasons for your answer to question thirteen 14. .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... What are the challenges that knowledge management is facing in Eco bank? Poor flow of information [ ] Ineffective distribution system [ ] Ambiguous information [ ] Others (specify) [ ] None of the above [ ] THANK YOU 64