Management of Knowledge Workers
Human Resources Management Coursework – Manjeet Singh – 7637434
The Question:
“Examine the claim that the management of knowledge workers requires the development of human resource practises that are more suited to the particular characteristics of these workers and their jobs”
Introduction
The term “knowledge worker” was first used by Peter Drucker in “Landmarks of Tomorrow” in 1959. A knowledge worker is someone who specialises in a specific field as they possess certain knowledge which has been accrued through specific courses or experience in relevant activities, they usually have some sort of accreditation or documentation to certify that they have accrued this knowledge. They are typically well educated, and with the application of their knowledge it aids them to solve problems for an organisation and it is through problem solving that value is added for the organisation. As well as problem solving, knowledge workers are also involved in innovation, re-engineering, training etc. although there are certain tasks which would require knowledge workers with specific specialities. Knowledge workers are seen as a crucial asset as with application of their knowledge it can determine the success and reputation of the organisation.
“The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity." (Drucker, 1999, P135) This quote highlights the fact that we are moving away from the traditional mentality that wealth was based on the amount of resources an organisation held in its possession, and more towards how we handle knowledge workers and attain this knowledge.
Knowledge workers attract higher banded salaries, with enhanced levels of autonomy in comparison to the normal employee. As a result the turnover of Knowledge workers is typically high, because they are aware of the fact that the knowledge
The Question:
“Examine the claim that the management of knowledge workers requires the development of human resource practises that are more suited to the particular characteristics of these workers and their jobs”
Introduction
The term “knowledge worker” was first used by Peter Drucker in “Landmarks of Tomorrow” in 1959. A knowledge worker is someone who specialises in a specific field as they possess certain knowledge which has been accrued through specific courses or experience in relevant activities, they usually have some sort of accreditation or documentation to certify that they have accrued this knowledge. They are typically well educated, and with the application of their knowledge it aids them to solve problems for an organisation and it is through problem solving that value is added for the organisation. As well as problem solving, knowledge workers are also involved in innovation, re-engineering, training etc. although there are certain tasks which would require knowledge workers with specific specialities. Knowledge workers are seen as a crucial asset as with application of their knowledge it can determine the success and reputation of the organisation.
“The most valuable assets of a 20th-century company were its production equipment. The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity." (Drucker, 1999, P135) This quote highlights the fact that we are moving away from the traditional mentality that wealth was based on the amount of resources an organisation held in its possession, and more towards how we handle knowledge workers and attain this knowledge.
Knowledge workers attract higher banded salaries, with enhanced levels of autonomy in comparison to the normal employee. As a result the turnover of Knowledge workers is typically high, because they are aware of the fact that the knowledge
References: Castells, M. (2000). The rise of the network society: rise of the network society.Oxford, Blackwell. Despres, C. and Hiltrop, J.M. (1995), "Human resource management in the knowledge age: current practice and perspectives on the future", Employee Relations, Vol. 17 No 1, pp. 9-23. Drucker (1999). “Managing Oneself,” Management Challenges for the 21st Century. Frost, M (2002) `Managing knowledge workers’. HR Magazine, May, 47: 5, 124-126 Horwitz, F, 2003 Knell, J (2000) Most Wanted: The quiet birth of the free worker. Futures reports Kinnear and Sutherland (2000) `Determinants of organisational commitment amongst knowledge workers.’ South African Journal of Business Management, 32: 2, 106-111. Løwendahl (1997) Strategic Management of Professional Service Firms Pink, D Swart, J. & Kinnie, N. (2003) knowledge-intensive firms: the influence of the client on HR systems. HRMJ, 13 (3) 37-55 Thompson, M Williamson, Oliver (1975), Markets and hierarchies, analysis and antitrust implications Word Count : 3,242 including references