EXPLORING THE INFLUENCE OF KNOWLEDGE MANAGEMENT ON EMPLOYEE ENGAGEMENT AND RETENTION (A CASE STUDY OF SWECOM PLC, CAMEROUN)

CHAPTER ONE

INTRODUCTION

Background Of The Study

Acquired knowledge management strategies result in a more knowledgeable workforce, which is essential for the organization to make timely and well-informed decisions that are to its advantage. As a result, it is incumbent upon organizations to differentiate themselves by implementing proactive knowledge management strategies and fostering employee engagement and retention. This assertion is supported by the evidence that knowledge management is a critical tool for increasing employee engagement and, ultimately, organizational competitive advantage (Juan et al., 2019). Therefore, effective knowledge management is imperative for the prosperity of business organizations, which are characterized by heavy reliance on labor and substantial interactions between employees and guests. This is because knowledge is an indispensable source of competitive advantage for businesses in the twenty-first century (Maldonado-Guzman et al., 2021). 

Knowledge management (KM) encompasses the activities of generating, disseminating, utilizing, and overseeing the information and knowledge of an organization (Girard & Girard, 2019). Knowledge management encompasses a comprehensive approach to recognizing, documenting, evaluating, locating, and disseminating all information contained in databases, manuals, policies, protocols, and the expertise and knowledge of individual employees. Knowledge management is designed to facilitate the fulfillment of organizational goals (Sui et al., 2018). Consequently, the responsibility and obligation to retain skilled personnel must transition from the HR department to front-line leaders, specifically immediate administrators (Mokhtar & Narjes, 2020). Knowledge management procedures are the result of interactions between the organization and its environment and among organizational personnel (Prabhakar et al., 2018).Knowledge acquisition refers to the systematic procedure through which research personnel acquire and assimilate pertinent information from a variety of internal and external sources, including plans, experts, experiences, and relevant papers (Gholami et al., 2022). Knowledge management (KM) has the potential to facilitate employee training, thereby enhancing employee flexibility and job satisfaction. Intellectual assets significantly contribute to the competitiveness of an organization. Consequently, enhancements in employee engagement and retention are imperative for the preservation of such intellectual assets (Kaldeen et al., 2021). 

Knowledge management fosters a conducive work environment that enables the assessment of employees' levels of engagement. Further investigation is warranted by scholars into the pertinent domains of knowledge management within different types of organizations due to their heterogeneous attributes, which yield disparate impacts on the corporation (Tingting, 2019). Research examining employee retention and engagement through the lens of knowledge management is not prevalent in Cmeroon organizations (Mosoti & Masheka, 2020). While Koech (2018) examined knowledge implementation, employee engagement, retention, and employee performance in technical institutions at a specific moment in time, it is advisable to conduct longitudinal studies over an extended period of time in order to obtain more comprehensive insights into these variables. 

Scholars have directed their attention towards various facets of knowledge management, including but not limited to knowledge classification and techniques (Nonaka and Tekauchi, 2021); knowledge management (Armstrong, 2022); tacit knowledge (Dreoge and Hobbler, 2018); knowledge audit (Chong, 2004); and knowledge classification (Nonaka and Tekauchi, 2021). Knowledge management techniques (Mavodza & Ngulube, 2021; Kafchehi et al., 2018). Despite the contributions of these studies to the body of knowledge on knowledge management, there remains a scarcity of literature that enables organizational managers and employees to establish a connection between their knowledge management investments and the employee engagement value realized by the organization. Therefore, an urgent need arises to determine the degree of employee engagement and retention in Cameroonian business organizations as a consequence of knowledge management practices.

1.2 Statement Of The Problem

Knowledge management advocates for the implementation of a unified strategy encompassing the identification, acquisition, assessment, retrieval, and dissemination of every information asset within an organization. In order to foster an environment that is conducive to innovation, productivity, and adaptability, it is critical for an organization to provide favorable working conditions (Gao et al., 2018). In order to foster employee motivation and engagement, Albrecht (2022) contends that organizations should establish a culture of transparency, fairness, and assistance within the workplace and on teams. Additionally, jobs should be well-defined in relation to organizational objectives and provide adequate levels of autonomy, support, and opportunities for career advancement. 

Research has shown that knowledge management should be implemented as a strategic tool by managers, supervisors, and human resource professionals in order to retain employees, particularly in the era of the digital economy (Edeh et al. 2022). Failure to do so may result in unannounced employee departures, which would require the organization to invest more in recruiting new personnel. 

Nevertheless, within a knowledge-driven organizational setting like Swecom Plc, Cameroun, it was recommended that managers and human resource practitioners utilize knowledge management as a tool to enhance employee retention (Enyioko and Ikoro 2018; Serenko 2022). In the majority of organizations, knowledge management is a human resource policy designed to prevent employee attrition, social loafing, and other counterproductive work behaviors (AIgaribeh 2018). Previous research has established that knowledge management positively impacts various aspects of an organization, including entrepreneurial performance, employee job satisfaction, firm survival, employee effectiveness, innovation capability, and discretionary work behavior (Edeh et al. 2022; Edeh and Ukpe 2019; Mustafa et al. 2021; Valmohammadi et al. 2019; Alias et al. 2018). 

According to the aforementioned research, Swecom Plc, Cameroun's inability to implement effective retention strategies that deter talented employees from departing is one of the company's most significant challenges (Enyioko and Ikoro 2018; Zakariya and Shuaibu 2021). Previous studies have indicated that Swecom Plc, Cameroun's management has not entirely adopted flexible work schedules for its staff, which hinders them from exercising their personal time and enhancing their overall welfare (Okafor et al. 2019; IBN 2022; Magaji et al. 2021). Additionally, it has come to light that senior executives at Swecom Plc, Cameroun neglect to offer assistance to their subordinates when it is required, and that certain colleagues who possess greater expertise than their peers are occasionally unwilling to impart that expertise to their peers (Zakariya and Shuaibu 2021; Baridula and Mekuri-Ndimele 2020). The aforementioned literature indicates that these are the primary justifications for the need for this study, particularly in the workplace of Swecom Plc, Cameroun, where retention policies regarding employee engagement, including supervisor support, colleague support, and flexible working arrangements, are pertinent.

1.3 Objectives of the Study

The primary objective of this study is to explore the influence of knowledge management on employee engagement and retention (a case study of Swecom Plc, Cameroun). Specific objectives of this study are to:

Determine knowledge storage influences employee engagement and retention.

Determine knowledge sharing influences employee engagement and retention.

Determine knowledge transfer influences employee engagement and retention.

Determine knowledge utilization influences employee engagement and retention.

1.4 Research Questions

The following research questions will be answered in this study:

Does knowledge storage influences employee engagement and retention?

Does knowledge sharing influences employee engagement and retention?

Does knowledge transfer influences employee engagement and retention?

Does knowledge utilization influences employee engagement and retention?

1.5 Research Hypothesis

Ho: Knowledge management  has no positive influence on employee engagement and retention 

Ha: Knowledge management  has a positive influence on employee engagement and retention.

1.6 Significance of the Study

The subject matter of knowledge management holds immense importance for a wide range of constituents, including academics, business entities, and employees, as it directly impacts employee engagement and retention. 

The implications of this study's results for business organizations are significant. Organizations can safeguard and acquire vital institutional knowledge that would otherwise be lost as a result of employee retirement or turnover by instituting knowledge management systems and processes. This practice aids in the preservation of organizational continuity and mitigates the risk of losing critical expertise. 

The study's results have practical implications for employees, as the organization's initiatives grant them access to training, learning opportunities, and valuable resources that augment their expertise and skills. Enhancing their engagement and job satisfaction, this positively impacts their personal and professional development. 

In conclusion, this study will function as a valuable reference for academicians who are inclined to undertake analogous investigations.

1.7 Scope Of The Study

The scope of this study focuses on exploring the influence of knowledge management on employee engagement and retention (a case study of Swecom Plc, Cameroun).  Hence the study will be delimited to  Swecom Plc, Cameroun.

1.8 Limitations Of The Study

In the course of carrying out this study, the researcher experienced some constraints, which included time constraints, financial constraints, language barriers, and the attitude of the respondents. However, the researcher were able to manage these just to ensure the success of this study.

Moreover, the case study method utilized in the study posed some challenges to the investigator including the possibility of biases and poor judgment of issues. However, the investigator relied on respect for the general principles of procedures, justice, fairness, objectivity in observation and recording, and weighing of evidence to overcome the challenges.

1.9 Definition Of Terms 

Knowledge Management (KM): is a systematic approach to identifying, capturing, organizing, storing, retrieving, and sharing knowledge assets within an organization to facilitate effective decision-making, innovation, learning, and performance improvement. 

Employee Engagement: refers to the emotional, cognitive, and behavioral connection that employees have with their work, their team, and their organization.

Employee Retention: refers to the ability of an organization to retain its employees over a specified period of time, typically measured in terms of months or years. 

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