In the era of knowledge economy, knowledge workers are dominant. Knowledge workers are different from traditional workers because they have the most precious asset-knowledge. Modern management master Peter? Drucker pointed out: knowledge is the only far-reaching resource today. The traditional factors of production ―― land, namely natural resources, labor and capital, have not disappeared, but become the second place. If you have knowledge, you can easily get the traditional factors of production. Because knowledge is so important, knowledge workers as knowledge carriers must be paid enough attention by enterprises. Knowledge workers have strong innovation ability, and they can help enterprises win advantages in the rapidly changing market environment. However, whether knowledge-based employees can fully play their roles in enterprises must also depend on an important factor, namely employee loyalty.

A simple formula explains the problem, that is: intellectual capital = ability? Loyalty. A loyal and incompetent employee will not play any role in the development of the enterprise. However, a competent but disloyal employee may do great harm to the development of the enterprise. For example, disclosure of major technologies and other trade secrets; Missed or lost favorable business opportunities; Misleading operators to make wrong decisions, etc. Even if there is no unethical behavior, these highly mobile knowledge workers will leave the enterprise because of their lack of loyalty to the enterprise, resulting in brain drain.

So, what should enterprises do to cultivate employee loyalty?

1. Decentralization of decision-making power Managers should decentralize decision-making power for three reasons: First, knowledge-based employees have strong autonomy. They not only don't want to be controlled by things, but also can't stand the remote command of their superiors. They emphasize self-guidance in their work; Secondly, knowledge workers are often more professional than managers. They know their work better than managers and are more capable of making correct decisions. Thirdly, the decentralization of decision-making power meets the needs of knowledge workers for the sense of accomplishment entrusted by the organization, which makes them more enthusiastic about their work. Therefore, managers should not monopolize power and prevent knowledge workers from exerting their expertise, otherwise it will not only stifle their creativity and talents, but also stifle their enthusiasm for work. However, decentralization is not laissez-faire, and not all decision-making power is decentralized. According to the different contents of decision-making, we divide decision-making into technical decision-making, management decision-making and strategic decision-making. Technical decision-making is about the work itself; Management decision is to ensure the smooth operation of the organization; Strategic decision-making is a decision that determines the development direction of an organization. Generally speaking, the degree of decentralization of technical decision-making can be higher, while the degree of decentralization of management decision-making and strategic decision-making should be lower.