Journal of
Public Administration and Policy Research

  • Abbreviation: J. Public Adm. Policy Res.
  • Language: English
  • ISSN: 2141-2480
  • DOI: 10.5897/JPAPR
  • Start Year: 2009
  • Published Articles: 151

An exploratory study into employee perceptions of knowledge management in two service units in the public sector

Ngcamu B. S.2 and Sanjana B. P.1*
  1School of Management, Faculty of Management Studies, University of KwaZulu-Natal (Westville Campus), Private Bag X54001, Durban 4000, South Africa. 2Human Resources and Development, Mangosuthu University of Technology (MUT), Durban, South Africa.
Email: [email protected]

  •  Accepted: 31 January 2011
  •  Published: 31 March 2011



The purpose of this study is to gain knowledge on, or insight into, employee perceptions about the factors that contribute to the strategies for managing knowledge, employee perceptions about knowledge management processes to convert tacit into explicit knowledge, employees’ views regarding the implementation of knowledge management strategies and, perceptions about the ways in which knowledge management can contribute to organisational effectiveness and efficiency. This exploratory study seeks to investigate new strategies for knowledge management within the municipality concerned with the aim of promoting knowledge transfer. The census approach was used and data was collected using questionnaires which were administered to 80 employees, of which 66 questionnaires were suitably completed. Statistical analysis utilised included descriptive and inferential statistics because the total composition of employees did not respond and the study secured an 82.5% response rate. The psychometric properties of the questionnaire were established using statistical techniques. Results indicate that there exist significant relationships amongst the key variables of the study relating to knowledge management respectively and, that each of the areas of knowledge management studied need improvement. The findings have practical implications for local government, private organisations and academics as it emphasises, inter alia, the need for knowledge leaders/champions to align knowledge management to strategic plans, a well-developed technological infrastructure, compensation and reward systems, a competency framework that includes knowledge building and sharing behaviours which is linked to the performance management system.


Key words: Tacit knowledge, explicit knowledge, knowledge management strategies, knowledge management processes, impact of knowledge management.