This research investigates the strategic synergy between Human Resource Management (HRM) practices and Knowledge Management (KM) in selected commercial banks within the Kandy District. By exploring the impact of HRM practices on knowledge creation, sharing, and utilization, this study uncovers the intricate relationship between HRM strategies and the effective management of knowledge assets within the banking sector. Through a mixed-methods approach, including surveys, interviews, and document analysis, the research examines the extent to which HRM practices contribute to fostering a knowledge-centric organizational culture. The findings underscore the pivotal role of HRM in optimizing knowledge-related processes and creating a competitive advantage in the dynamic banking industry.