The Effect of Human Resource Management Practice on Sharing Tacit Knowledge of Managers an Applied Study on Misan Center for Cardiac Diseases and Surgery

Abstract

The aim of the research is to identify the impact of human resource management practices used on the
exchange of tacit knowledge, which were represented in each of (the practice of recruitment, selection and
appointment, training practice, and the practice of motivation). The management of human resources is
an effectiveness on which the future strategy of the organization depends, since previous decades, strong
companies were those companies that possessed machines, technology and materials where the human
element was insignificant and was treated as machines without taking into account its potential, feelings,
development and capabilities, witnessing the economic market An accelerated daily development, and through
this, the important role played by the human resources department in raising the performance of employees
is evident, as it provides the specialized and efficient human element that affects the organization and its
performance. The main objective of this research is to indicate the effect of human resource management
practices on the sharing of implicit knowledge of managers, as well as to explain the importance of implicit
knowledge in employee formation in reaching executive positions in a business organization. The topic of
knowledge management has received great attention all over the world by academics, including writers,
researchers, and executives from managers and officials, due to the economic and competitive advantages
this practice achieves, bearing in mind that the most important goal of this research revolves around the
business organization. It is one of the most important keys to the success of the organization, and thus it
is a source of competitive advantage and its importance is widely accepted at the present time. Therefore,
many individuals in executive positions acknowledge that knowledge creation has an important role in their
companies. The trend towards knowledge management began in the 1990s, when companies are now being
urged to consider knowledge creation as a source of success, because the tremendous benefit that knowledge
management promises is innovation.