Vol. 3, Issue 6, Part S (2017)

Abstract
Employee awareness has been widely recognized as an important resource for providing sustainable competitive advantage to organizations. However, in the current awareness economy, one of the challenges faced by AM (Awareness Management) is manage this resource effectively to create a human capital pool. One reason for this challenge is that awareness in AM is not symmetrically distributed. There is also research to test HRM and awareness sharing relationships through the lens of perception of employees. People gain awareness through their personal experience and some part of that awareness cannot be easily expressed or documented. Due to competitive pressures, organizations are focusing more on how to manage awareness resources. AM argues that the need to develop a mechanism for effective AM in organizations. There is a need for suitably motivated employees to share their awareness in your organization. HRM can influence the motivation and behavior of employees in workplaces to influence their knowledge sharing behaviors. By sharing employees' awareness, organizations can improve their knowledge potential and outperform their competitors. Knowledge of employees gained through experience. It is often considered an individual asset, but a great deal of knowledge is created and held collectively through awareness sharing among the members of an organization. Collaboration and trust, through knowledge sharing behavior of employees, can help improve organizational efficiency. When employees collaborate to share knowledge, they learn from other members and knowledge building can take place. Each research process is supported by theoretical hypotheses that direct social scientists to use different models, methodologies, and research tools to conduct their investigations. A philosophical perspective on the research process is based on a set of perspectives, principles, and techniques shared by members of a given community. The study's conclusion with regard to viable incentives builds on employee understanding and suggests that employees themselves are aware that viable incentives do not change their behavior that much. all this information should be considered in the context of the fact that it is an employee understanding study. This study proposed a reordering of priorities around HRM practices, and how organizations could focus on employee participation practices through building trust to improve employees' awareness sharing behaviors that ultimately lead to individual competence can improve.