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 that they possess is of great need and importance to the organisation. In many cases the knowledge that these workers have allows the organisation to establish a competitive advantage over their rivals, which is why they are willing to pay the generous salary of these workers. If the workers are not kept happy, then it is easy for them to just move to a different organisation or hold back on the knowledge that they provide for the company. In addition, as the levels of autonomy are high this means that there is an element of self-government, and they have a high amount of freedom, for example they can work from home, this then decreases the amount of control that a firm has over a knowledge worker. Within this report I wish to discuss the different factors that would result in the need for different HR practices for knowledge workers. I will then also highlight which characteristics these workers possess that sets them apart from their colleagues at the organisation where they work and how the characteristics affect the HR practices. As these workers are of such importance to the organisation, they try their best to keep these workers at the organisation and as their job description differs vastly in comparison to the typical employees, this highlights the need for adaptation in the HR practices that are implemented by the firm as typical employees can be replaced rather easily, through the normal recruitment procedures, however, with knowledge workers, they add value for the organisation, thus, changes would have to be made to keep them happy at the organisation, whilst performing at an acceptable level. What are the benefits a Knowledge Worker receives?
The main technique where we can identify a knowledge worker is by highlighting the benefits that they receive in comparison to normal workers. According to Løwendahl (1997), these workers are offered high remuneration and substantial autonomy, this simply means that there is no one overlooking them constantly and...
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...Table of Contents
ORGANIZATIONAL BACKGROUND 3
KNOWLEDGEMANAGEMENT AND LONG TERM SUSTAINABILITY 5
INFOSYS AND KNOWLEDGEMANAGEMENT 6
THE K SHOP 7
PROCESS DATABASE ASSISTANCE 8
PEOPLE KNOWLEDGE MAP 8
CATCH THEM YOUNG INITIATIVE 9
INFOSYS SCHOLARSHIP PROGRAM 9
KNOWLEDGEMANAGEMENT AND E BUSINESS 10
This assignment is aiming to critically appraise the knowledge and knowledgemanagement process and evaluate the importance of knowledgemanagement in success of an organization. Knowledgemanagement can be explained as the strategies employed by an organization to keep the knowledge developed by its employees over the period of employment within the organization and use the knowledge gained for future projects and activities. Through proper knowledgemanagement strategies efficiency, effectiveness and profitability of the organization can be enhanced. This assignment would use example of a global organization which is pioneer in its knowledgemanagement activities and gained success in industry because of knowledgemanagement approach. It is...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledgeworkers and significantly improve business performance. This paper examines the concept ofknowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement...
"Knowledgemanagement is the set of practices aimed at discovering and harnessing an organization's intellectual resources. It's about finding, unlocking, sharing, and altogether capitalizing on the most precious resources of an organization: people's expertise, skills, wisdom, and relationships. Knowledge managers find these human assets, help people collaborate and learn, help people generate new ideas, and harness those ideas into successful innovations" (Bateman, 2004, p.8-9). One of the most important factors of change in management is the growing need for good, new ideas. Knowledgemanagement is an approach that allows people to produce change. It's bringing people together and collecting ideas from the group that can provide further success for the company and personally for the employees. A new idea can produce growth and motivation within a company. If the employees and the company as a whole come together and grasp a new idea, it ultimately can lead to new inventions of products and services. (Lineman, 2004.)
Knowledgemanagement is the process by which an organization creates, captures, acquires and uses knowledge to support and improve the performance of the organization. Two types of knowledgemanagement are usually defined. The first is...
1.What it mean by “communities of practice” in the context of knowledgemanagement? Why is important to have “proven/best practices”? What are the basic functions of communities and associated examples? What are the approaches that make the “communities of practice” work for ConocoPhillips, Fluor, and Schlumberger? (p61-64)
Knowledge retention has been a top priority for the Aerospace Corporation since its founding in 1960. Most of the programs in which Aerospace is involved go on for decades, making knowledge retention critical in the face of rapid staff turnover at customer organizations. The types of knowledge that are critical to retain within the technical and programmatic areas of the organization are also the elements that are most valued by Aerospace’s customers. The Aerospace knowledge retention strategy is organization-wide and integrates with both its KM strategy and its workforce planning strategy. Aerospace’s KM office is charged with leading a KM sub council that coordinates KM approaches through a customer council, whose members represent across-section of business interests throughout the organization. Aerospace has dealt with the challenges of retaining and transferring key knowledge through:
* The development of intensive content and document management resources and systems
* A governance and organizational structure...
...RETENTION … OF … KNOWLEDGE …WORKER
…. NEED … BETTER ... MANAGEMENT…
Garden City College,
Mail Id: [email protected] &
RETENTION OF KNOWLEDGEWORKER
NEED BETTER MANAGEMENT………
The purpose of this report is to portrait, the major challenge for an organization is to create new strategies to retain its Valuable, Experienced &Talented employees. The management can control employees quitting within no time, but can’t put a complete full stop to it…… The major burden is on HR MANAGER, the role of HR manager’s role has become very crucial. They need to attract, mold, develop, retain and fulfill the expectations of "knowledgeworkers". It has become evident that the application of effective HRM practices in managing them can only lead the organization towards success.
* This study Focus on, Role of the HR manager in following effective HRM practices.
* Challenges faced by them in managing to retain a talented employee / KnowledgeWorker,
* A few suggestions to create new strategy to retain a talented employee would also be discussed .These objectives will be...
What Is KnowledgeManagement?
KnowledgeManagement is one of the hottest topics today in both the industry world and information research world. In our daily life, we deal with huge amount of data and information. Data and information is not knowledge until we know how to dig the value out of of it. This is the reason we need knowledgemanagement. Unfortunately, there's no universal definition of knowledgemanagement, just as there's no agreement as to what constitutes knowledge in the first place. We chose the following definition for knowledgemanagement for its simplicity and broad context.
* Simple Definition:
KnowledgeManagement (KM) refers to a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge. KM focuses on processes such as acquiring, creating and sharing knowledge and the cultural and technical foundations that support them.
* KnowledgeManagement may be viewed in terms of:
* People – how do you increase the ability of an individual in the organisation to influence others with their knowledge
* Processes – Its approach varies from organization to organization. There is no limit on the number of processes