GE-INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH VOLUME -2, ISSUE -8 (August 2014) IF-3.142 ISSN: (2321-1709) A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories. GE- International Journal of Management Research (GE-IJMR) Website: www.aarf.asia . Email: editoraarf@gmail.com , editor@aarf.asia Page 80 EMPLOYEE OPINION ON DETERMINANTS OF KNOWLEDGE MANAGAMENT SYSTEM IN BANKS-A CASE STUDY OF ICICI BANK D. Sudha Rani, Research scholar, School of Management Studies, JNTUK Kakinada, India. P. Vijay Kumar, School of Management Studies, JNTU Kakinada, Kakinada, India. K. Rama Mohana Rao, Department of Commerce & Management, Andhra University, Visakhapatnam, India. ABSTRACT Knowledge is identified as a very important component of organization core competency. It reduces the amount of time spent in looking for the information and subject matter expertise. The Knowledge management can extract the employee knowledge and convert it into organization’s knowledge for future benefit of the organization. Organizational knowledge is the sum and product of individual knowledge. The employee opinion on knowledge management system (KMS) practices tools and processes in a bank is highly needed to understand the challenges in implementation of it in the bank and to develop strategies for the strengthening the KMS in banks. This article focuses the employee opinion on importance, awareness, strategy, infrastructure, technology, resources, practices, constraints on KMS in a private sector commercial bank, ICICI bank. Through survey research and factor analysis the determinants of the KMS in banks are obtained as knowledge development factor, technological factor, knowledge resource factor, knowledge management initiative factor and HR practices factor. Using the regression analysis the relationship between the general opinion of employees in the bank on KMS and the determinants of KMS implementation is studied. The employee perception towards constraints on effective implementation of KMS and suggestions for strengthening the KMS in the bank are also discussed. Through the study it is observed that all determinants have a positive impact on participation of employee in the KMS implementation in the bank. This study provides the Indian commercial banks a bench mark for effective and efficient implementation of KMS.