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一 1. The promotion and development of performance management processes by HR can make an important contribution to knowledge management, by providing for behavioral expectations which are related to knowledge-sharing to be defined, and ensuring that actual behaviors are reviewed and, where appropriate, rewarded by financial or non-financial means. Performance management reviews can identify weaknesses and development needs in this aspect, and initiate personal development plans which are designed to meet these needs. One starting point for the process could be the cascading of corporate core values for knowledge-sharing to individuals, so that they understand what they are expected to do support those core values. Knowledge-sharing can be included as an element of a competency framework, and the desired behavior would be spelt out and reviewed. For example, positive indicators such as those listed below could be used ad a basis for agreeing competency requirements assessing the extent to which they are met. The following are examples of positive behavior in meeting competency expectations for knowledge-sharing: Being eager to share knowledge with colleagues; Taking positive steps to set up group meeting to exchange relevant information and knowledge; Building networks which provide for knowledge sharing; Ensuring as appropriate that knowledge is captured, codified, recorded and disseminated through the intranet and/ or other means of communication. Hansen et al (1999) mentioned that “at Ernst Yong, consultants are evaluated at performance reviews along five dimensions, one of which is their ‘contribution to and utilization of the knowledge asset of the firm’. At Bain, partners are evaluated each year on a variety of dimensions, including how much direct help they have given to colleagues.” 2. T-group stands for training group, which is not a very helpful description. It is also referred to as sensitivity training, group dynamics, and group relations training. T-