1

CHAPTER I

1.1 INTRODUCTION

Knowledge can be defined as a fluid mix of experience, values, contextual

information and expert insight that provides a framework for evaluating and
incorporating new experiences and information.
Knowledge is information in action. Knowledge is what people in an organization
know about their customers, products, processes, mistakes, and successes.
Unlike the conventional material assets, which decrease as they are used,
knowledge asset increase with use; ideas breed new ideas, and shared. Knowledge stays
with the giver while it enriches the receiver.
The central theme of knowledge management is to leverage and reuse resources
that already exist in the organization so that people will seek out best practices rather than
reinvent the wheel.
In simple terms, knowledge management is a systematic and organized attempt to
generate knowledge within an organization, that can transform its ability to store and use
knowledge for improving performance.

THE ESSENCE OF KNOWLEDGE MANAGEMENT

Knowledge management is a process that, continuously and systematically,
transfers knowledge from individuals and teams, who generate them, to the brain of the
organization for the benefit of the entire organization. It is the systematic, explicit, and
deliberate building, renewal, and application of knowledge to maximize an enterprise’s
knowledge-related effectiveness and returns from its knowledge assets.

TYPES OF KNOWLEDGE:

 Explicit knowledge
 Tactic knowledge
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1.3 SCOPE OF THE STUDY

 The broad area of this study is to find the awareness level of knowledge
management practices among the employees, which helps them to improve their
performance.
 The types of knowledge most suited are required by an employee for measuring
their morale.
 It also identifies the knowledge level of employee’s and gives more suggestions
to improve the knowledge management practices in the organization.
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1.4 OBJECTIVES OF THE STUDY

PRIMARY:
 To study on knowledge management practices at ARAMEX INDIA pvt
Ltd.

SECONDARY:
 To find out level of knowledge among employees.
 To identify the factors influencing employees innovation and knowledge
creation.
 To analyze the strategies of knowledge management process.
 To find out the ways of individual knowledge acquisition.
 To provide suggestions to improve further.
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1.5 RESEARCH METHODOLOGY

As a researcher defining and redefining problems, formulating hypothesis or

suggested solutions; collecting, organizing and evaluating data; making deductions and
reaching conclusions; and at last carefully testing the conclusions to determine whether
they fit the formulating hypothesis.

1.5.1 RESEARCH DESIGN

Design is a pattern or an outline of a research project’s working. The research

design is the conceptual structure within which research is conducted; it constitutes the
blueprint for the collection, measurement and analysis of data.

Research design includes

• The means of obtaining information;

• The Objective of the problem to be studied;
• The nature of the problem to be studied

1.5.2 DESCRIPTIVE RESEARCH

Descriptive studies are undertaken in many circumstances. When the researcher

is interested in knowing of certain groups of age, gender, department, designation is
necessary. The objective of such a study is to answer, “who, what, when, where and
how”. The major purpose of descriptive research is description of the state of affairs as it
exists at present, so the researcher adopted descriptive research in the study.

1.5.3 SAMPLING

The method of selecting the subgroups of the respondents to participate in a study.

1.5.4 SAMPLE SIZE

To derive the size of the sample the researchers have selected 120 elements from
a population of 370 elements.
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PROBABILITY SAMPLING

The probability sampling means each unit in the universe or population as has some
definite pre has some pre-assigned probability of being selected in the sample. The total
population is described into different stratum. The sampling used in this Stratified
random sampling method.

STRATIFIED RANDOM SAMPLING

While sampling helps to estimate population parameters, there may be

identifiable subgroups of elements within the population that may be expected to have
different parameters on a variable of the interest to the researcher.

1.5.4 DATA COLLECTION METHODS

Data collection method can be classified into two broad categories,

 Primary data
 Secondary data

Primary data:

 The primary data are those, which are collected afresh and for the first
time, and thus happen to be original in character.
 Primary data was collected using the method of survey by using
questionnaire.
 6

Questionnaire:

The questionnaire must be definite, concrete and pre-determined questions. The

questions are presented with exactly the same wording and in the same order to all
respondents. The form of the question may be either closed or open.

Secondary Data

The secondary data, on the other hand, are those which have already been
collected by someone else and which have already been passed through the statistical
process.

• Internal sources (Questionnaire)

• External sources (journals, magazines, bond web sites)

STATISTICAL ANALYSIS USED:

1. PERCENTAGE ANALYSIS
In this position of an individual observation in a distribution is described. The
most convention for describing the position of an individual score in distribution of
scores is the percentile method.
Percentage N = 100*(Cumulative fi/n)

FORMULA:
No. of respondents
Percentage (%) = ---------------------------------- x 100
Total respondents
 Bar charts
 Pie charts
 Cone charts are used to explain the tabulation clearly.
 7

2. CHI-SQUARE ANALYSIS:
The Chi – Square test, also known as non-parametric test or a distribution free test
is used when it is impossible to make any assumptions about populations or when the
researcher is unable to estimate the population’s parameters. The main advantage of
using non-parametric test is that, the researcher can analyze qualitative data. The name
Chi-square is generally denoted y the symbol (χ 2)
Formula
The chi-square test is given by the formula
χ 2 = Σ (Oi – Ei)2 / E
Where, Oi = Observed frequency, Ei = Expected frequency

STEPS INVOLVED IN APPLYING CHI-SQUARE TEST:

1. Calculate the expected frequencies on the basis of given hypothesis or on the basis of
null hypothesis.
2. Obtain the difference between observed and expected frequencies and find out the
squares of such differences i.e., calculate (Oij – Eij)2.
3. Divide the quantity (Oij – Eij)2 obtained as stated above by the corresponding expected
frequency to get (Oij – Eij)2 / Eij and this should be done for all the cell frequencies.
4. Find out the summation of (Oij – Eij)2 / Eij values of what we call
[ Σ (Oij – Eij)2] / Eij

HYPOTHESIS:
Hypothesis is the statement about the population parameter. In other words a
hypothesis is a conclusion which is tentatively drawn on logical basis.

STATISTICAL HYPOTHESIS:
Statistical hypothesis is some assumption or statement, which may or may not
be true, about a population or about the probability distribution characterizing the given
population, which we went to test on the bases of evidence from a random sampling.
 8

TEST OF HYPOTHESIS:
 NULL HYPOTHESIS
 ALTERNATE HYPOTHESIS
NULL HYPOTHESIS:
A statistical hypothesis that is set up for testing a hypothesis is known as null
hypothesis.
ALTERNATE HYPOTHESIS:
A Negation of null hypothesis is called alternate hypothesis.

LEVEL OF SIGNIFICANCE:
The level of significance is the maximum probability of making a type 1 error
and it is denoted by α. It is the fixation of level of significant. Commonly used level of
significance in practice is 5% (0.05) and 1% (0.01). This means that there is a probability
of making 5 out of 100. This also means that using it is 95% confident that a correct
decision has been made. It is important to note that if no levels of significance is given
then we always take a=0.05.

3. WEIGHTED AVERAGE METHOD:

Weighted average is a number standing for the relative important of the
items.
Weighted average can be defined as an average whose component items are
multiplied by certain value, and the aggregate of the products are divided by total of
weight. It is being used to analysis Likerts rating scale.

X = ΣXW/ ΣW.
XW = weighted arithmetic mean.
X = variable.
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1.8 LITERATURE REVIEW

What is knowledge management?

“Knowledge is information possessed in the minds of individuals: it is
personalized information (which may or may not be new, unique, useful or accurate)
related to facts, procedures, concepts, interpretations, ideas, observations, and
judgments”. Similarly, Dahlbom and Mathiassen argue that data, information,
knowledge and competence correspond to different levels or forms of human activity.
They argue that data is a formalized representation of information, and that information
is essentially a charting of knowledge within a shared practice. It is only possible to do
this by relying on shared practices and experiences of situations. “Think of what a
cookbook for a true novice would look like. Every recipe would begin: “Turn on the
light in the kitchen”.

Alfred Marshell, a forefather of neo-classical economics, was one of the earliest

authors to state explicitly the importance of knowledge within economic affairs;
“Capital consists in a great part of knowledge and organization knowledge is our most
powerful engine of production.”
In 1993 Peter Drucker, commenting on the manufacturing, service and
information sectors said: “We are entering (or have entered) the knowledge society in
which the basic economic resource… is knowledge…and where the knowledge worker
will play a central role”

Functionalist perspectives of Knowledge Management

Initially conceived by Leif Edvinsson, the term “intellectual capital” highlights
the value of knowledge as an organisational asset. Intellectual capital models take a
highly scientificised approach to knowledge and its management. Such approaches view
knowledge as a “medium of exchange” which is assumed to have intrinsic (or at least
believed) value. These approaches fail to ascertain the richness of human activity in
creating and sharing knowledge. However they are useful in identifying the part
organizational structures play in knowledge sharing within organizations. An example of
 10

such approaches may be found in Davenport & Prusak’s book “Working Knowledge”
(Davenport and Prusak 1998) in which knowledge is seen as a commodity, marketed
and traded by the knowledgeable .
Thomas Stewart views the knowledge of an organisation in terms of assets. His
1996 paper “Coins in the Knowledge Bank” (Stewart 1996) includes the line
“knowledge may be intangible but that doesn’t mean it can’t be measured” and includes
a formula for assessing the knowledge capital of companies. Knowledge management is
thus seen as a method of exploiting the “Knowledge” or “Intellectual Capital” of
employees, or of capturing their knowledge in order to safeguard it as an asset for the
organisation’s use.

Thomas Stewart’s 1997 book “Intellectual Capital – The new wealth of

organisations” (Stewart 1998) expands these earlier concepts, describing “hidden gold”
within organisations. Hidden gold is defined as the intangible assets or intellectual
capital of the firm – the talents of its people, the efficacy of its management systems, the
character of its relationships with its customers. Stewart believes that, in the knowledge
economy, investment is often in a company’s “hidden gold” rather than in its tangible
assets.

The knowledge assets defined in this unified model are defined as “firm-specific
resources that are indispensable to create values for the firm”

Organisational Conversation
Conversation has been defined as “a calibration of our own mental models against
those of others around us” .It is possible that through organisational conversations
knowledge emerges, and thus the task of “knowledge management” is to make possible
and enrich such conversations. “Knowledge is not communicated. Knowledge is a
critical social product accomplished in communication”. It is perhaps surprising to find,
therefore, that very little currently exists within the literature linking knowledge
management with communication.
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1.8.2 COMPANY PROFILE

ABOUT ARAMEX

Aramex started in 1982 as an express operator rapidly establishing itself into a

global brand recognized for its quality service and unique multi-product offering. In
January 1997, Aramex became the first Arab-based international company to trade its
shares on the NASDAQ stock exchange. After five years of successful trading, Aramex
returned to private ownership in February 2002 and continued to expand and excel as a
privately owned company, establishing global alliances and gaining stronger brand
recognition. In June 2005 Aramex went public on the Dubai Financial Market (DFM) as
Arab International Logistics (Aramex) with its shares traded under ARMX.

Today Aramex and its worldwide alliance form an extensive transportation

network that spans the four corners of the globe. With offices strategically located in
major cities, Aramex offers customers around the world comprehensive transportation
solutions that range from international and domestic express delivery, freight forwarding,
logistics and warehousing to publication distribution and specialized shopping services
such as the Shop&Ship U.S. mailbox and Shop the World catalog shopping.

The Aramex-led Global Distribution Alliance (GDA) brings together 40

independent express companies from around the world, each specializing in their own
region and together covering the world with the same, unified standards and business
procedures. The network has more than 12,000 offices, 33,000 vehicles and 66,000
employees serving alliance customers and attending to the details of their business round
the clock, around the globe.

A completely integrated information and communication technology

infrastructure connects Aramex’s worldwide operations, enabling a seamless flow of
information between Aramex and its alliance members and customers. The network is
empowered by the state-of-the-art Aramex-developed tracking system that has become
 12

the backbone of Aramex’s business processes. Aramex also develops an array of

customized IT solutions for its clients and trains their staff on working with the
technology.

Aramex has designed and implemented a quality management system that

demonstrates its ability to consistently provide enhanced services. The DQMS (Aramex
Documented Quality Management System) complies with the requirements of the
international standard of ISO 9001:2000 and includes also a set of effective systems that
measure customer satisfaction in order to ensure continuous service enhancement.

As a solution provider Aramex invests in building knowledge workers rather

than employees. Only the best and qualified people are recruited by Aramex to provide
its clients with customized services. Aramex trains its people extensively and
continuously and empowers them to act as creative solution providers, providing the best
quality service for their customers.

Innovation drives the daily work at Aramex. It dictates everything Aramex does
to ultimately serve customers with efficiency and care. Whether by devising better ways
to communicate with customers or faster ways to track their shipments, innovation leads
the process. This innovation originally stems from listening to customers and addressing
their needs. Small ideas and big ideas coming from all levels of the company
continuously feed and are fed by this creative atmosphere. Aramex is an environment
where creativity is celebrated and rewarded.

Aramex contributes to the progress of the communities in which it operates

through supporting the same qualities it nurtures in its internal environment. It
encourages and rewards innovation and achievement in the community through support
for sports, education, entrepreneurship and literacy.
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CHAPTER II

DATA ANALYSIS AND INTERPRETATION

2.2 CHI-SQUARE
2.2.1. AGE AND SYSTEMS AND PROCEDURE IMPROVE THE KNOWLEDGE.
FIND THE CHI-SQUARE TABLE FROM THE FOLLOWING TABLE

AGE STRONGLY AGREE NEUTRAL DIS- STRONGLY TOTAL

AGREE AGREE DIS-AGREE
20-25 6 9 5 4 2 26
YEAR’S
26-30 9 11 7 6 5 32
YEAR’S
31-35 8 10 6 4 4 32
YEAR’S
36 & 7 8 4 3 2 24
ABOVE
TOTAL 30 38 22 17 13 120

Step-1: Setting up of null hypothesis

NULL HYPOTHESIS:
Ho = There is no significant relationship between age and systems & procedures.
Step-2: Setting up alternate hypothesis

ALTERNATE HYPOTHESIS:

H1 = There is a significant relationship between age and systems & procedures.

Step-3: Level of significance = 5%
Step-4: Chi square test = [Oi - Ei] 2/Ei

Step-5: Degree of freedom

= (R-1) (C-1)
= (5-1) (4-1)
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= 12
EXPECTED FREQUENCY: ROW TOTAL*COLUMN TOTAL
GRAND TOTAL

HYPOTHESIS CALCULATION:

Oi Ei (Oi-Ei)^2 (Oi-Ei)^2/Ei
6 6.5 0.25 0.03
9 9.5 0.25 0.02
8 8 0 0
7 6 1 0.16
9 8.2 0.64 0.07
11 12.0 1 0.08
10 10.1 0.01 9.90
8 7.6 0.16 0.02
5 4.7 0.09 0.01
7 6.9 0.01 1.44
6 5.8 0.04 6.89
4 4.4 0.16 0.03
4 3.6 0.16 0.04
6 5.3 0.49 0.09
4 4.5 0.25 0.05
3 3.4 0.16 0.04
2 2.8 0.64 0.22
5 4.1 0.81 0.19
4 4.5 0.25 0.05
2 3.4 1.96 0.57
TOTAL 19.90

Calculated value = (Oi-Ei)^2/Ei

= 19.90
Step-6: Table value (0.05) with degree of freedom is 21.026
Step-7: The calculated value19.90 is lesser than the table value. Hence null hypothesis is
accepted.

INTERPRETATION:

The calculated value is 19.90 is lesser than the table value so the null hypothesis
is accepted. There is a significant relationship between age and systems & procedures.
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2.2.2. GENDER OF THE EMPLOYEE & NETWORK TO IMPROVE

KNOWLEDGE ACQUISITION

FIND THE CHI-SQUARE TABLE FROM THE FOLLOWING TABLE

GENDER PEOPLE TECHNOLOGY TOTAL

NETWORK NETWORK
MALE 38 23 61
FEMALE
37 22 59

TOTAL 75 45 120

Step-1: Setting up of null hypothesis

NULL HYPOTHESIS:
Ho = There is no significant relationship between gender of the employee & network to
improve knowledge acquisition.
Step-2: Setting up alternate hypothesis

ALTERNATE HYPOTHESIS:

H1 = There is a significant relationship between gender of the employee & network to

improve knowledge acquisition.
Step-3: Level of significance = 5%
Step-4: Chi square test = [Oi - Ei] 2/Ei

Step-5: Degree of freedom

= (R-1) (C-1)
= (2-1) (2-1)
= 1
EXPECTED FREQUENCY: ROW TOTAL*COLUMN TOTAL
______________________________
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GRAND TOTAL
HYPOTHESIS CALCULATION:

Oi Ei [Oi-Ei] 2 [Oi-Ei] 2/Ei

38 38.1 0.01 2.62
37 36.8 0.04 1.08
23 22.8 0.04 1.75
22 22.1 0.01 4.52
TOTAL 9.97

Calculated value = (Oi-Ei)^2/Ei

= 9.97

Step-6: Table value (0.05) with degree of freedom is 3.41

Step-7: The calculated value 9.97 is greater than the table value. Hence null hypothesis is
rejected.

INTERPRETATION:

The calculated value is greater than the table value 9.97. Hence null hypothesis is
rejected. There is a significant relationship between gender of the employee & network to
improve knowledge acquisition.

2.2.3. WORK EXPERIENCE AND TRAINING ENHANCE CREATIVE

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PERFORMANCE AT WORK.

FIND THE CHI-SQUARE TABLE FROM THE FOLLOWING TABLE

WORK STRONGLY AGREE NEUTRAL DIS- STRONGLY TOTAL

EXPERIENCE AGREE AGREE DIS-AGREE
<3YEAR’S 8 10 7 5 4 34
3-8YEAR’S 12 15 11 9 9 56
9-12YEAR’S 7 9 6 5 3 30
TOTAL 27 34 24 19 16 120

NOTE: State whether there is any significant relationship between work experience and
training enhance creative performance at work.

Step-1: Setting up of null hypothesis

NULL HYPOTHESIS:
Ho = There is no significant relationship between work experience and training enhance
creative performance at work.

Step-2: Setting up alternate hypothesis

ALTERNATE HYPOTHESIS:
H1 = There is a significant relationship between age and understanding of job
responsibilities.
Step-3: Level of significance = 5%
Step-4: Chi square test = [Oi - Ei] 2/Ei

Step-5: Degree of freedom

= (R-1) (C-1)
= (3-1) (5-1)
=8
 18

EXPECTED FREQUENCY: ROW TOTAL*COLUMN TOTAL

______________________________
GRAND TOTAL

HYPOTHESIS CALCULATION:

Oi Ei [Oi-Ei] 2 [Oi-Ei] 2/Ei

8 7.6 0.16 0.02
12 12.6 0.36 0.02
7 6.7 0.09 0.01
10 9.6 0.16 0.01
15 15.8 0.64 0.04
9 8.5 0.25 0.02
7 6.8 0.04 5.88
11 11.2 0.04 3.57
6 6 0 0
5 5.3 0.09 0.01
9 8.6 0.16 0.01
5 4.7 0.09 0.01
4 4.5 0.25 0.05
9 7.4 2.56 0.34
3 4 1 0.25
TOTAL 9.934

Calculated value = (Oi-Ei)^2/Ei

= 9.934

Step-6: Table value (0.05) with 8 degree of freedom is 15.5073.

Step-7: The calculated value (9.934) is greater than the table value. Hence null hypothesis
is accepted.

INTERPRETATION:

The calculated value 9.934 is lesser than the table value 15.5073. Hence null
hypothesis is accepted. There is a significant relationship between work experience and
training enhances creative performance at work.
2.3 WEIGHTED AVERAGE METHOD
 19

2.3.1 INDIVIDUAL ACQUIRES KNOWLEDGE IN THE COMPANY.

FIND THE WEIGHTED AVERAGE FROM THE FOLLOWING TABLE

ATTRIBUTES SERVICE PROCESS PROCEDURE EVENTS TOTAL

INDIVIDUAL 33 52 19 16 120
ACQUIRES
KNOWLEDGE
IN THE
COMPANY

NOTE: The attributes are related to find out the Individual acquires knowledge in the
company .
(BASED ON RANK)

Service– 4
Process– 3
Procedure – 2
Events - 1

Formula = XW = ΣXW / Σ(X)

Individual acquires knowledge in the company.

(33*4)+(52*3)+(19*2)+(16*1) / 4+3+2+1
= 325/10
= 32.5

INTERPRETATION:

From the above calculation it is inferred that 32.5 of the respondents are acquires
individual knowledge in the company.

CHAPTER III
SUMMARY AND CONCLUSION
3.1FINDINGS:
 20

 17% of the respondents are between 20-25 years, 38% of the respondents are
between 26-30years 30% of the respondents are in the age group of 31-35years
and 15% of the respondents are above 36years.

 17% of the respondents earning between 5001-10000, 42% of the respondents

earning between 10001-15000, 21% of the respondents are 15001-20000, 9% of
the respondents earning between 20001-25000, and 11% of the respondents
earning above 25001 respectively.

 26% of the respondents have experience 0f below 3years, 54% of the respondents
have experience between 3-8years, and 20% of the respondents have experience
0f 9-12years.

 21% of the respondents strongly-agree, 41% of the respondents agree, 25% of the
respondents are neutral and 8% of the respondents dis-agree, and 5% of the
respondents are strongly dis-agree that they knowledge management practice add
more value to organization.

 30% of the respondents strongly-agree, 46% of the respondents agree, 18% of the
respondents are neutral and 4% of the respondents dis-agree, and 2% of the
respondents are strongly dis-agree that the organisation systems and procedures
helps to improve the knowledge.

 65% of the respondents felt that the organization provide teaching, coaching
classes to develop knowledge among employees and 35% of the respondents felt
that the organization does not provide teaching, coaching classes to develop
knowledge among employees.

 32% of the respondents opinion is group discussion, 56% of the respondents

opinion is seminars, 9% of the respondents opinion is events, 3% of the
respondents opinion is all the above to transfer knowledge among employees in
 21

organization.

 18% of the respondents strongly-agree, 41% of the respondents agree, 28% of the
respondents are neutral and 10% of the respondents Dis-agree, and 3% of the
respondents are strongly dis-agree that they performance planning and
achievement will lead to facilitate knowledge management.

 28% of the respondents strongly-agree, 42% of the respondents agree, 21% of the
respondents are neutral and 7% of the respondents Dis-agree, and 2% of the
respondents are strongly dis-agree that they have training in organisation to
enhance creative performance at work.

 12% of the respondents strongly-agree, 40% of the respondents agree, 25% of the
respondents are neutral and 12% of the respondents Dis-agree, 11% of the
respondents are strongly dis-agree that they effective team – building initiatives
are promote innovation.

 66% of the respondents feel that the organization provides brain storming sessions
to explore creative ideas, and 34% of the respondents feel that the organization
does not provide brain storming sessions to explore creative ideas.

 21% of the respondents strongly-agree, 46% of the respondents agree, 22% of the
respondents are neutral and 9% of the respondents Dis-agree,2% of the
respondents are strongly dis-agree that the organisation is motivating employees.

 34% of the respondents strongly-agree, 43% of the respondents agree, 18% of the
respondents are neutral and 3% of the respondents dis-agree, 2% of the
respondents are strongly dis-agree that they developing competence is necessary .
 20% of the respondents strongly-agree, 43% of the respondents agree, 24% of the
respondents are neutral and 9% of the respondents dis-agree, 4% of the
respondents are strongly dis-agree that they creating coherent functional/ projects
 22

teams will help to improve knowledge

 34% of the respondents opinions are service innovation will enhance to develop
the organisation, 33% of the respondents opinions are business innovation will
enhance to develop the organisation and 10% of the respondents opinions are
operational drivers will enhance to develop the organisation.

 28% of the respondents opinions are service, 43% of the respondent’s opinions
are process, 16% of the respondent’s opinions are procedures and 13% of the
respondents are opinions are events will acquire individual knowledge in the
organization.

 28% of the respondents strongly-agree, 42% of the respondents agree, 24% of the
respondents are neutral and 5% of the respondents Dis-agree, that they knowledge
acquisition will lead research & development culture in the organization.

 77% of the respondents opinions are organisation takes efficient process towards
knowledge acquisition, 23%of the respondents opinions are that the organisation
does not takes efficient process towards knowledge acquisition.

 53% of the respondents opinions are people network helps to improve knowledge
acquisition process, 47% of the respondents opinions are technology network
helps to improve knowledge acquisition process in the organisation.

 30% of the respondents strongly-agree, 53% of the respondents agree, 9% of the

respondents are neutral and 6% of the respondents dis-agree, 2% of the
respondents are strongly dis-agree that the practices will lead to knowledge
acquisition.
3.2 SUGGESTIONS

Most of the findings prove that the awareness level in knowledge management
 23

practices is moderate in ARAMEX INDIA PVT LTD. However few suggestions are
provide for consideration.

 A chief knowledge officer (cko) can be appointed.

 A team can be set up to look after the knowledge management activities.
 Knowledge management initiative should look after the corporate knowledge
management group, which attempts to cover all possible opportunities of
knowledge generation in and outside the company.

3.3 CONCLUSION

Knowledge management refers to a range of practices used by the organization to

 24

identify, create, represent and distribute knowledge for reuse, awareness and learning
across the organization.

The objective of the study is to find out the employees awareness towards
Knowledge management in ARAMEX INDIA PVT LTD Chennai. A questionnaire was
prepared and sample of 120 employees were requested to fill the questionnaire. Later the
questions were analyzed using selected statistical tools and the results were interpreted.

Most of the findings prove that awareness level of knowledge management is

moderate in ARAMEX ltd and necessary suggestions are given to improve it.

This is an attempt to measure the employees awareness towards knowledge

management practices in ARAMEX INDIA PVT LTD Chennai.

APPENDICIES

QUESTIONNAIRE
Respected Sir/Madam,
I M.Vigneshwaran studying in P.M.R Institute Of Technology undertaking a
project titled “A STUDY ON KNOWLEDGE MANAGEMENT PRACTICES AT
ARAMEX INDIA PRIVATE LIMITED”. I request you to kindly reveal your opinion on
the questions furnished below. This data collected will be used only for my study purpose
and will be kept confidential.
 25

PERSONAL DATA:

NAME :
DEPARTMENT :
DESIGNATION :

1.AGE : 20yrs – 25yrs ( ) 26 yrs – 30 yrs ( )

31yrs – 35yrs ( ) Above 36 yrs ( )

2.GENDER : Male ( ) Female ( )

3.SALARY : 5001-10000 ( ) 10001-15000 ( ) 15001-20000 ( )

20001-25000 ( ) above 25000 ( )

4.EXPERIENCE : < 3 yrs ( ) 3 yrs - 8yrs ( ) 9 yrs - 12 yrs ( )

5. Knowledge management practice add more value to your organization.

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. Strongly disagree ( )

6. The Organizational systems and procedures helps to improve the knowledge.

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. Strongly disagree ( )

7. Does your Organization provide any teaching, coaching classes to develop knowledge
among employees?
 26

Yes ( ) No ( )

8. How the organization transfer knowledge among employees?

a. Group discussion ( ) b. Seminars ( )

c. Events ( ) d. All the above ( )

9. Facilitating performance planning and achievements of employees will lead to

knowledge management?

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. Strongly disagree ( )

10. Do you agree that the training enhance creative performance at work?

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. strongly disagree ( )

11. Do you agree effective team - building initiatives are promoting innovation?
a. Strongly agree ( ) b. Agree ( ) c. neutral ( )
d. Disagree ( ) e. strongly disagree ( )

12. Does your company provide brain storming sessions for exploring the creative ideas?
Yes ( ) No ( )

13. Motivating employees is important to knowledge management?

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

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d. Disagree ( ) e. Strongly disagree ( )

14. Developing employee competence is necessary to knowledge management?

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. Strongly disagree ( )

15. Do you think creating coherent functional / project teams will help to improve
knowledge management ?

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. Strongly disagree ( )

16. Please tick the relevant strategies which enhance to develop the knowledge
management?
a. Service innovation ( ) b. Business innovation ( )
c. Customer retention ( ) d. Operational drivers ( )

17. How individual acquires knowledge in the organization ?

a. Service ( ) b. Process ( ) c. Procedure ( ) d. Events ( )

18. Do you agree that the knowledge acquisition through research & development
culture will lead to knowledge management process ?

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. Strongly disagree ( )

19. Does the organization take efficient process towards knowledge acquisition?
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Yes ( ) No ( )

20. Which network helps you to improve knowledge acquisition?

a. People network ( ) b. Technology network ( )

21. Do you agree that the feedback of knowledge management practices will lead to
change of knowledge acquisition ?

a. Strongly agree ( ) b. Agree ( ) c. Neutral ( )

d. Disagree ( ) e. strongly disagree ( )

22. Suggestions to improve further…………….?