*Aligning Human Resource Management with Knowledge Management for Better Organizational… DOI: http://dx.doi.org/10.5772/intechopen.86517*

fitting an existing culture [47]. The logic behind this thinking is that the organizational culture of a firm may change in essence over time, rather than remaining fixed and static. Furthermore, Currie and Kerrin [53] placed emphasis on the importance of new employees having a good level of general business knowledge rather than simply having the functional skills required for the role, the reason being that employees with good general business knowledge can more effectively "bridge" the cultural gap between organizational entities. To present a different point of view, Kase and Zupan [35] emphasized the importance of recruitment and selection in being able to find people who fit the organizational culture and support knowledge networks. This "cultural fit" perspective was criticized due to the potential risk of duplicating employee skills, which in turn could limit the ability of newly recruited employees to contribute their new skills to the knowledge base of the company [47]. It may be hypothesized from the literature that the "cultural fit" approach to recruitment is more suitable for companies that adopt the codification approach to KM, whilst recruiting employees who embody cultural diversity and flexibility would be better suited to companies that adopt the personalization approach to KM. Thus, the recruitment process for all the companies considers the level of fit between the individual and the organizational culture. This influences the cultural aspects of the socialization process of individuals within the organization, as well as encourages and supports the interchange of knowledge among the old and new members [8].

Adding to the work of Hansen et al. [21], Haesli and Boxall [19] highlighted that the organizations that adopt the codification strategy to KM suffer from a relatively higher labor turnover than those that follow the personalization strategy. So, to maintain a level of staff necessary to sustain the organization, a large portion of the duties undertaken in the HRM department will be based around the recruitment and replacement of people to fill the natural vacancies caused by high staff turnover. The working environment in a company also tends to repress the full range of skills an employee possesses. This is due to the fact that there are often few opportunities to utilize such skills, as these types of companies often have an expected dependency on IT and existing information and solutions. These kinds of companies, however, do tend to exhibit a higher level of overall HR spending due to the relatively larger expense of training and recruiting new employees along with having to live with reduced productivity during the induction periods of new recruits. Gope et al. [8] found that most of the companies tend to focus on the use of employment agencies to recruit talented employees and introduce new knowledge into the company. However, also the internal recruitment process is adopted, mainly for promotions and change of positions.
