“EXAMINE THE CLAIM THAT THE MANAGEMENT OF KNOWLEDGE WORKERS REQUIRES THE DEVELOPMENT OF HUMAN RESOURCE PRACTICES THAT ARE MORE SUITED TO THE PARTICULAR CHARACTERISTICS OF THESE WORKERS & THEIR JOBS.”
According to Vogt (1925), an individual who is motivated, has the capability to coach, communicate, facilitate the implementation of new ideas and with the potential to co-create new insights is a knowledge worker. Such people deal with situations which are non-repetitive and apply their knowledge to deliver in both complex and uncertain situations through finding accurate solution to problems. Knowledge intensive companies like law and accounting firms, computer consultancy firms, advertising agencies, research and development units of firms, employ knowledge workers. Knowledge workers are “autonomous people who enjoy occupational advancement and mobility and resist a traditional command and control culture with their commitment more occupationally than organisationally oriented.” (Horwitz F. et al, 2003, p.24). These characteristics with the tacit and codified knowledge the workers use to deal with clients, makes them play a major role in the long term success of a company. Therefore, for effective development it is true that the human resource practices should be more suited to the particular characteristics of these employees and their jobs. As knowledge workers operate in a multi-employer environment, it becomes very important for knowledge intensive companies to develop HR practices to attract them, keep them motivated, acknowledge their skill, value their judgements, and retain them in the organization for the future. However, there are many uncertainties and tensions between employer and employees in creating and accessing the values. These issues can be limited by the HR department if it follows the hybrid framework balancing the tensions and interests between employees, employers and the clients.
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