Knowledge management (KM), though still a relatively new area of research, has captured the attention of many management researchers and practitioners as the panacea for effective organisational performance.

But the challenge posed by the reluctance of some key employees to share their tacit knowledge so as to facilitate organisational competitiveness remains very dominant.

This has led to the disinclination of some construction organisations to fully embrace the implementation of KM initiatives. Most of the challenges of knowledge sharing have been attributed to the lack of involvement of human resource management (HRM) practices in most KM initiatives.

This paper is based on an empirical investigation of knowledge sharing processes that incorporate HRM policy and practices in one international construction organisation with its headquarter in the United Kingdom.

The paper highlights the need to develop a more critical and integrated view of KM and HRM issues for organisational performance improvements in construction.

The results show that the success or failure of any KM initiative lies, to a great extent, in the organisational capability to manage and motivate its employees, since people are at the heart of the KM philosophy.

This paper concludes with recommendations that the primary focus of any organisation should be on establishing a culture that respects tacit knowledge, reinforces its sharing, retains its experts, and builds employees’ loyalty to the organisation.