managing knowledge workers lecture 3 the second theoretical framework for analysis
TRANSCRIPT
Managing knowledge workers
Lecture 3
The second theoretical framework for analysis
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
Characteristics of knowledge workers
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
Managerial challenges How can organisations retain and develop their
professionals? Presents three dilemmas that sit between the
employee and the organisation
Retention Employability
Organisation specific
Transferable
Value capture Ownership of value
Mult
iple
Identi
ty
pers
pect
ive
How can we manage these tensions
It is important to take a specific slant toward the management of tensions
Could an identity perspective shed any light?
Why would an identity perspective be useful in this situation?
What do we mean by identity?
The significance of placing yourself within a group in the social environment, that is to say the construction of a social identity (Gergen, 1991)
Becomes more important when hierarchical and technical means cannot prescribe behaviour in detail
What is an identity perspective
A closer inspection of The multiple sources of identity to which
the employee may be exposed The strength of the identity formation The impact on the knowledge intensive
output
The case for the identity perspective
Professionals tend to have strong links with their professional associations
Strong organisational culture and strongly shared values lead to an identification with the organisation
Work is generally organised in project teams which often work together for extended periods of time. This makes a clear case for team identity
The nature of knowledge intensive work is often bespoke and client focused. This means that employees often work on the client site for extended periods of time. The client identity develops in this process.
The individual’s social identity may be derived not only from the organisation, but also from his or her work group, department, union, lunch group, age cohort, fast-track group, and so on (Ashforth and Mael, 1989)
Multiple sources of identity
Organisation
Client
Professional
Team
EE
Managing multiple identities (FinSoft)
1,82
2
Career satisfaction – organisational identity = 0,513**
Career satisfaction – professional identity = 0,422**
Organisation
Client
Professional
Team
EE
2,74 Team
0,441**
Managing multiple identities (DataWare)
2,482,71
Career satisfaction – professional identity = 0,675**
OrganisationProfessional
Team
EE
2 2
O,758**
0,520*Client
Dynamics of identities FinSoft
More balanced, upward pull (organisation and professional) ‘the people I work with are, on the whole brilliant…and the
work is quite challenging, there are plenty of opportunities… and the pay is good.’
‘There is a sense of team responsibility – there’s a no blame culture which is great. We all rally round to fix a problem before the customer sees it. We all get on socially and we share the same values.’
DataWare Presents a career management challenge Identities are pulling outward (from the professional and the team
to the client) ‘A career in DataWare is something that lasts between today
and tomorrow.’ ‘A job in McDonalds’s would be slightly more satisfying’ I’t is good in my own team’ and ‘If you are in the right team
then you can be satisfied. ‘
Challenges and questions
How do organisations meet the multiple identity needs of employees?
How do competing commitments influence the process of organisational learning?
How do firms capture the value derived from innovation?
HR practices that can resolve tensionsKey tensions HR practices
Retention-employability RecruitmentInvolvement Development
Pay and RewardRetention strategies
Performance management
Skill specificity focus ResourcingDevelopment
RewardWork organisation
Career management
Value appropriation Work organisationInvolvement and participation
Pay and reward
Conclusion
Definition of knowledge worker Individual dimensions (own knowledge) organisational dimensions (social production)
Boundaries knowledge workers operate across firms and their human capital needs
to be applied in several configurations Between work and life become blurred Between organisations and clients become fluid
Management tensions between managing knowledge and managing knowledge workers Retention –employability Development focus Rent appropriation
Use of identity to manage tensions HR practices that can resolve these tensions