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

this, argued that intrinsic rewards tend to support the vision of a company that holds a personalization-based approach, whilst formal extrinsic rewards tend to support the vision of a company that holds a codification-based approach.

Whereas Vicere [59] stressed that knowledge workers should be paid fairly and mostly want part of the organizational profit through methods of equity sharing. Gope et al. [8]' findings also stated employees are expected to repeat positive behavior in obtaining rewards and recognition by the company. Thus, the firms use compensation and rewards as tools to elicit, enhance and maintain the desired knowledge sharing behavior of employees.

Many scholars stated that compensation systems should strike a balance between intrinsic and extrinsic rewards, for each addresses a different "need" [39, 58]. Managers can use both tangible/financial (e.g., bonuses and one-off rewards) and intangible/nonfinancial incentives (e.g., status and recognition) to motivate employees to share, create and apply knowledge [33]. This is consistent with the practices of most companies, where this kind of rewarding system motivates and supports individual employee's performances through better learning and commitment that increase the motivation to share and create new knowledge, as already confirmed in other studies [8].

Another debate in this topic area is that concerning the use of short-term and long-term rewards. Many argue that using a combination of the two is the most favored method for companies, as the short-term rewards act as a direct motivator encouraging individual and group contributions, whilst long-term rewards are important for the retention of employees by rewarding them for long-term organizational performance [47]. Olomolaiye and Egbu [39] highlighted the importance of long-term incentives in the process of grouping key contributors with the organization. It can be hypothesized that short-term incentives would be utilized to a greater degree in the codification-based companies; however, both reward types seem important in personalization-based and combination-based companies.
