Abstract: In today's increasingly competitive knowledge economy era, science and technology are developing rapidly, and technology has become an important factor to determine whether a country or enterprise is competitive. The innovation and progress of technology are accomplished by people, so the contest of technology is ultimately a contest of talents. As talents with scientific and technological knowledge, knowledge workers are increasingly becoming the object of competition among enterprises. How to effectively motivate knowledge workers and prevent brain drain is a major problem in human resource management of enterprises today. Based on the actual management situation of modern enterprises in China and the characteristics of knowledge workers, this paper analyzes the reasons for their loss. Based on the demand of knowledge workers, this paper analyzes the incentive mechanism of knowledge workers in modern enterprises in China and puts forward some suggestions. Key words: the key to the incentive management of knowledge workers in enterprises lies in employing people. The scientific nature of management lies in the scientific nature of employing people, and the artistic nature of management lies in the artistic nature of employing people. Talent is the foundation of an enterprise. The most fundamental wealth of an enterprise lies not in how many assets it has, but in whether it can employ people. With the rapid development of scientific and technological information and the emergence of knowledge economy, the protagonist of world economic development has shifted from manufacturing to information industry, and intellectual resources have become the focus of competition. As innovators, owners and disseminators of science and technology, knowledge workers play an increasingly important role in economic development and social progress, and naturally become the key elements to create wealth and promote enterprise development. Drucker once put forward the concept of knowledge workers: on the one hand, knowledge workers can make full use of modern scientific and technological knowledge to improve work efficiency, on the other hand, knowledge workers themselves have strong knowledge learning and innovation ability. Therefore, they are different from traditional employees who obey orders or operate according to prescribed procedures. Generally speaking, knowledge workers have the characteristics of autonomy, personality, diversity and innovative spirit. First of all, they have specialized knowledge and skills and strong autonomy in their work; Second, they know the value of their knowledge to the enterprise, so they are more loyal to their major and may not be so loyal to their own enterprise; Third, they pursue the realization of self-worth and lifelong employability. Therefore, they have a strong willingness to learn and need to update their knowledge frequently. Fourth, they have a strong desire to achieve, are willing to accept challenging jobs, and at the same time demand greater autonomy and decision-making power in their work; Fifth, they are free to choose enterprises. If the original enterprise cannot meet their needs, they may find another way out. Under the current economic environment in China, the flow of talents has become a common social phenomenon, especially the flow of knowledge workers today. Moderate employee turnover is conducive to maintaining the vitality and innovation of enterprises; However, excessive employee turnover will have a huge negative impact on enterprises. How to effectively reduce the turnover rate of knowledge workers has become one of the biggest challenges faced by senior managers and human resources departments of enterprises. I. Analysis of the Causes of Brain Drain of Knowledge Workers (I) Brain Drain Caused by China's Poor Management As a management bystander living and working in China, I deeply know that there are many problems in China's management. Looking at various phenomena in domestic enterprise management practice, let's look at the crux of China's current management: First, there are serious problems in leadership. In my opinion, in the operation of domestic enterprises, many business leaders have not really understood or accurately applied the leadership theory. What is leadership? Leaders should pay attention to the direction and culture of enterprises and pay attention to the navigation and restraint of organizational thinking. These require enterprise leaders not only to understand management, but also to master the necessary leadership methods and art in order to better cooperate with team members to complete tasks. Personality charm and ideological realm are indispensable core elements in leaders' personal quality requirements. They are the core influence of leaders. But our leaders in China ignored these things. They do not pay attention to the cultivation of their own abilities, but rely on their own position rights to give orders to their subordinates in the management process. In terms of management methods, they only use the traditional management method of "carrot B and stick". What's more, some leaders put their third eye on the enterprise. Understand what subordinates say behind their backs. In fact, this situation is caused by mutual distrust between leaders and subordinates. Faced with such a leader, do employees still have the confidence to work with him? Secondly, there are serious defects in China's enterprise incentive system. First, the reward of many enterprises in China is that leaders act according to experience or personal wishes, which reduces the seriousness of incentives. Some leaders often regard rewards and punishments as a magic weapon or means to win people's hearts or retaliate against employees. Second, excessive rewards and punishments have greatly weakened the attractiveness of incentives. In China, many units have formulated a large number of fines or regulations. When new employees enter the company, striking fines can be seen everywhere, which makes employees feel at a loss. Third, rewards and punishments do not correspond, which weakens people's trust in incentives. Fourth, the staffing is unreasonable, the employment mechanism is not flexible, and employees can't see the hope of promotion. Employees have become the image ambassadors of "eating youth meals", lacking a sense of accomplishment and belonging, leading to the loss of personnel. (B) The characteristics of knowledge workers are subjective motives that lead to high mobility. 1. Unique values and demand patterns. Knowledge workers attach great importance to achievements, have clear goals, pay attention to the realization of their own values, and expect to be recognized by organizations and society. The purpose of their work is not only to obtain material needs, but also to meet and pursue psychological and spiritual needs. For example, the demand for improving lifelong employability, changing jobs and value-added mobility, and personal growth and development. Please refer to the following website for the rest of the papers:/z/z/q93635610.htm.

Satisfied, please adopt.