This research work examined various aspects of Human Resource (HR) practices of Delhi-based banks in the context of Knowledge Management (KM). Along with it, KM tools such as after-action reports, brainstorming and group discussion, artificial intelligence, database and web-base, and expert system that are perceived to ignite a spark in the employees to share their knowledge in the organization were also examined. The current research is an empirical analysis of responses obtained through a structured questionnaire dealing with HR practices and KM tools from 84 respondents of 13 commercial banks (4-Private, 5-Public, 4-Foreign). The analysis of data indicates that out of 11 HR practices studied, only 4 focused on the knowledge-sharing behavior of employees and KM tools were found complementing these practices.

Human Resource Management (HRM) is defined as the productive use of people in achieving the organization’s strategic business objectives (Stone, 1998). A recent publication of the interview of Vineet Nayar (CEO of HCL Technologies) (Strategy-Business, 2010) stresses on putting employees first and customers second since it is the employees who create value within the organization.

Human Resources (HR) are critical inputs of the production process. Although the motive of HR is not limited to just HR department, organizations handle employees through establishing HR departments in a functional organizational structure (Fong et al., 2011). HR practices play an authoritative role in building and nourishing organizational performance (Becker and Gerhart, 1996). HR practices like training, teamwork or incentives should be implemented to foster knowledge sharing and creation in organizations (Currie and Kerrin, 2003; Cabrera and Cabrera, 2005; and Chen and Huang, 2009) and should be more specifically adjusted to exploration initiatives (Donate M Javier and Guadamillas, 2011). Although there is abundant literature that has inspected the relationship between HRM and organizational performance, there is a shortage of concrete findings on the strength of the relationship between HR practices and knowledge-sharing behavior.