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Managing knowledge workers
Learning objectives
 Define a knowledge worker
 Identify the characteristics of knowledge workers and
understand the human resource management challenges
presented by them
 Explain how knowledge workers are managed
 Identify and discuss the dilemmas associate with the
management of knowledge workers
 Understand how social identity can resolve some of the
tensions involved in the management of knowledge workers
What is a knowledge worker?
Knowledge workers can be defined as
employees who apply their valuable
knowledge and skills (developed through
experience) to complex, novel and abstract
problems in environments that provide rich
collective knowledge and relational
resources.
(Swart, 2006)
Qualities of the definition
 Possession of individual knowledge
 Application of knowledge
 Situations need to be novel and complex
 Collective knowledge and social networks
 Output of knowledge is difficult to judge
Knowledge worker expectations: the individual
perspective
 Pay is most important (this is because jobs are not
hierarchical or status driven) (May, Korczynski &
Frenkel, 2002)
 Intrinsic nature of work (variety, challenge and
learning)
 Co-worker relations and the amount of influence in
decisions that influence your work
 Work organisation and managerial relations
 Development of cutting-edge skills
Managing knowledge workers
Knowledge workers and Boundaries
Managing knowledge work: the organisational
perspective
 Knowledge intensive firms operate in volatile fast-
moving environments
 Fluid organisation of knowledge work
 Project-based work
 Product/service
 Client
 Reliant on client relationships (B2B)
 Especially significant for small organisations
 Client influences on knowledge work

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Lecture 3 - Managing knowledge workers.ppt

  • 2. Learning objectives  Define a knowledge worker  Identify the characteristics of knowledge workers and understand the human resource management challenges presented by them  Explain how knowledge workers are managed  Identify and discuss the dilemmas associate with the management of knowledge workers  Understand how social identity can resolve some of the tensions involved in the management of knowledge workers
  • 3. What is a knowledge worker? Knowledge workers can be defined as employees who apply their valuable knowledge and skills (developed through experience) to complex, novel and abstract problems in environments that provide rich collective knowledge and relational resources. (Swart, 2006)
  • 4. Qualities of the definition  Possession of individual knowledge  Application of knowledge  Situations need to be novel and complex  Collective knowledge and social networks  Output of knowledge is difficult to judge
  • 5. Knowledge worker expectations: the individual perspective  Pay is most important (this is because jobs are not hierarchical or status driven) (May, Korczynski & Frenkel, 2002)  Intrinsic nature of work (variety, challenge and learning)  Co-worker relations and the amount of influence in decisions that influence your work  Work organisation and managerial relations  Development of cutting-edge skills
  • 6. Managing knowledge workers Knowledge workers and Boundaries
  • 7. Managing knowledge work: the organisational perspective  Knowledge intensive firms operate in volatile fast- moving environments  Fluid organisation of knowledge work  Project-based work  Product/service  Client  Reliant on client relationships (B2B)  Especially significant for small organisations  Client influences on knowledge work