Background & Aims: Today, many organizations are trying to become knowledge-based organizations (1-3). In this effort, the adaptation and implementation of knowledge management practices in any type of organization, both private and public, is considered useful and has the potential to play an important role in improving their performance (4,5). Evidence shows that effective and efficient knowledge management is considered a key success factor for organizations to gain a sustainable competitive advantage (8-10). Psychology is the foundation of knowledge management because knowledge management is all about people. The basic goal is to use all available knowledge to live a happier, healthier and more productive life. Knowledge management and psychology are similar because knowledge management can be used not only to improve people's lives. It can also help improve the communities we live in (11). What people share is their competencies, experiences, expertise, values, background information, and insights to create institutional frameworks for evaluating and combining new experiences and information (12,13). In fact, knowledge is related to people and that human resource management disseminates it. Knowledge management is developed and strengthened under the cover of human resources management, therefore, in long-term knowledge-based organizations, success in competitive arenas can only be achieved through competent colleagues (15). In this regard, sports organizations also need to acquire, create, store and use knowledge, as one of the most important factors determining growth and development. So far, few researches have investigated the status of knowledge management and human resource management in sports organizations. In this regard, Zalaf et al. (2017) investigated the quality of sports human resource management in Padang using the sports development index and analyzing the availability of sports human resources. The results showed that the development of sports in Pandang depends on the quantitative and qualitative scale based on the human resource management index (16). Also, Huang and Zhang (2011) presented the management of sports events based on knowledge management, which is very important to improve the management skill of the event organization (19). Despite the great research interest in knowledge sharing, there are still few studies that relate this behavior to human resource variables (training, growth, and performance). The influence of human variables on knowledge sharing has been widely neglected. According to the above, the current research intends to examine the question of whether knowledge management is related to education and development and human resources? Methods: The research method was descriptive-correlation and practical in terms of purpose, and in terms of data collection, it is field-based. The statistical population of this research consists of the employees of Tehran Municipal Sports Organization (1600 employees), among whom 310 people were selected as a statistical sample by simple random and according to Morgan's table. In order to collect data, the field method and the standard human resources management questionnaire and the Knowledge Management (Lawson, 2003) were used. To check the relationship between the variables, Pearson's correlation test was performed using SPSS version 26 software. Results: The results showed that there is a significant positive relationship between knowledge management and human resource management in Tehran Municipality Sport Organization. There is a significant positive relationship between all knowledge management components (knowledge creation, knowledge sharing, knowledge application, knowledge storage) with all human resource management components (employee recruitment, training and development, performance evaluation, service compensation, working conditions). The highest correlation was obtained between knowledge storage and performance evaluation. Conclusion: The findings of this research show that there is a significant positive relationship between knowledge management and education and development and human resources. The results of the present research are in line with the findings of Mohammadi et al. (2013) (18). Knowledge management should be analyzed as a factor that affects human resource management. Human resource management is a set of integrated human resource practices that support an organization's strategy, create a sustainable competitive advantage. Human capital (skills, knowledge, and behaviors) and organizational capital (routines, systems, tacit knowledge) are the most cited in the background of the resource-based view, which are acquired over time and make interpretation and imitation difficult for competitors (24). According to the results of Theriou and Chatzoglou (2014), organizations that follow the best human resource management practices, through the design of human resource practices that support knowledge management and, in turn, support the creation of organizational capabilities, achieve higher performance (26). Therefore, if human resource management is about the effective management of people and if the most valuable resource of people is knowledge, then human resource management and knowledge management are closely related to each other (27). Studies have long supported the claim that employees are the most important organizational asset, especially when it comes to achieving an effective knowledge management process (26-29). Employees are a vehicle for creating, sharing and implementing knowledge. Nilsson and Ellström (2012) emphasized that overall organizational success is increasingly related to identifying, recruiting, managing, and retaining high-performing or talented individuals to meet the current and future demands of an organization (28). Therefore, the main purpose of human resource performance is to develop, select and hire people, train and develop employees, evaluate their performance, reward them and create a learning culture to support and achieve the organization's strategy (30). Therefore, human resource management activities, such as recruitment and selection, training and education, performance management and reward systems, are necessary for the proper management of knowledge (31) and instrumentally help to improve the flow of knowledge, i.e., its acquisition, transfer and integration in the organization. they do. The results of our study show that there is a positive and significant relationship between knowledge management and the components of recruitment, training and development, performance evaluation, service compensation and working conditions in Tehran Municipal Sports Organization. The most valuable asset of any organization is its human force, and more importantly, the knowledge within the organization. In other words, spending money to improve knowledge or human capital is the most valuable and useful investment that any organization can make (32). There were also some limitations in the present research since the questionnaire only measures the attitude of the employees, therefore it is not considered an accurate tool to measure the reality. It is suggested to carry out this research in other situations and compare their results with each other. In short, the results of the present research showed that there is a positive relationship between knowledge management, education and development and human resources in Tehran Municipal Sports Organization. Considering the positive relationship between knowledge management and training and development and human resources in Tehran Municipal Sports Organization, it is suggested that Tehran Municipal Sports Organization helps by establishing knowledge and training and development of staff. [ABSTRACT FROM AUTHOR]