After the human society enters the new century, the new economic tide is rolling in, and concepts such as organization informatization and enterprise virtualization appear constantly. As the most important resource of an enterprise, knowledge workers with knowledge and professional skills are recognized by more and more people. This paper studies the problems and shortcomings in the management of knowledge workers in Chinese enterprises, analyzes the personality and characteristics of knowledge workers, and then points out that in order to manage knowledge workers scientifically, it is necessary to organically combine humanized incentive measures with scientific management methods. p
Keywords: new situation, knowledge workers, knowledge workers management 1
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In today's world, with the rapid development of new economy and the acceleration of informatization, the world is facing two major trends: informatization and globalization. With the development of information technology and the globalization of economy, the intensity and frequency of changes in the competitive environment of enterprises and the intensity of competition among enterprises are constantly increasing. The survival and development of enterprises in the fierce market competition must be based on the continuous changes and innovations in knowledge, technology and organization, so knowledge-based employees will play an increasingly important role in enterprises. Knowledge workers (or knowledge workers) refer to people who master and use symbols and concepts and work with knowledge or information, that is, people who have intellectual capital property rights and add value with knowledge as the carrier, and the value created by their brains is higher than that created by their physical strength.
In the new economic era, information (knowledge, technology) is an important resource for production, operation and enterprise development, and this resource can only be obtained through people. In this sense, people have become more important special resources than capital and non-renewable resources. As the carrier of enterprise knowledge, the importance of knowledge workers is self-evident. Therefore, developing the ability and potential of knowledge workers has become an important task and purpose of management activities [1]. After China's entry into WTO, the economic development and globalization require enterprises to grow and develop continuously, and the focus of competition between enterprise economic management lies in the knowledge workers in the knowledge and information technology complex. The most important thing for enterprises to enhance their core competitiveness is the management of knowledge workers [2]. It is precisely because the management of knowledge workers is the key factor for the success of enterprises, so it is of great practical significance to explore how to strengthen the management of knowledge workers in enterprises.
First, the problems in the management of knowledge workers in China enterprises
Facing the increasingly fierce market competition, especially after China's entry into WTO, it is a problem for China enterprises to cultivate and build a knowledge-based workforce with sufficient quantity and guaranteed quality as soon as possible. However, there are still many problems in the management of knowledge workers in China enterprises [3].
1. The current human resource management system is not conducive to the role of knowledge workers.
At present, the human resource management of many enterprises in our country is still extensive personnel management, which emphasizes "things" and ignores "people". The human resource management department of an enterprise often only undertakes the daily work of employee recruitment, personnel deployment, performance appraisal, salary distribution, personnel training, employee data establishment and so on. They ignore the research and development of "people" and have no ability to study and establish a human resource management mechanism suitable for the development strategy of enterprises, which leads to the lack of a scientific management system for human resource management in enterprises and is not conducive to mobilizing the enthusiasm of knowledge workers. This passive management, which only sees the present, lags behind the overall development pace of the enterprise.
2. I don't really understand the importance of knowledge workers.
Due to China's long-term implementation of the "big pot" planned economy, the remnants of egalitarianism exist in people's minds to varying degrees. Although the reform and opening-up economy has developed, in many enterprises, managers and employees have not really realized the importance of knowledge workers. Even if some wise managers realize this and want to realize the tilt of knowledge workers' treatment, most of the reforms have failed because of the inertia of the system. The importance of knowledge workers is not reflected at all.
3. Lack of scientific and efficient performance evaluation and incentive system.
Many enterprises still follow the traditional evaluation methods based on empirical judgment, unscientific distribution methods and simple material incentives. Many enterprises only pay attention to academic qualifications and qualifications in selecting and employing people, ignoring the evaluation and analysis of personnel quality, performance and potential [5]. Many enterprises have limited incentive means and single means, and there is no perfect mechanism to mobilize and stimulate the enthusiasm of knowledge workers and their sense of belonging to the enterprise.
4. Insufficient investment in human resource management and waste of resources coexist.
Although many enterprises are deeply aware of the importance of human resources, especially knowledge-based employees, in practice, many enterprises have not invested enough money, manpower, material resources and time in human resources management with the aim of "doing more with less money". At the same time, precious resources are not used in the important incentives for knowledge workers, but wasted in the daily egalitarian personnel management [6].
Second, the personality and characteristics of knowledge workers
In the final analysis, the reason why China enterprises have great deficiencies in the management of knowledge workers is that they don't know enough about the characteristics of knowledge workers. Peter. Drucker said: "Knowledge workers cannot be effectively managed, unless they know their own particularity better than anyone else in the organization, they are useless at all." Therefore, we must fully understand and master the characteristics of knowledge workers [7].
1. Knowledge workers have high professional skills and continuous learning ability.
Knowledge workers often have a good and systematic professional education, high academic qualifications, and master certain professional knowledge and skills. At the same time, most of them have high personal quality, rich knowledge and broad vision. At the same time, the knowledge of knowledge workers is not static, they have a strong desire to update knowledge and excellent continuous learning ability. As the famous management scientist Cooper said, "Knowledge workers are important not because they have mastered some secret knowledge, but because they have the ability to constantly innovate useful knowledge." [8] Continuous learning ability is the most fundamental advantage of knowledge workers in a changing environment.
2. Knowledge workers have low loyalty to the enterprise and strong desire for mobility.
Knowledge workers have a strong sense of self, and they are committed to their own careers rather than the enterprises they serve. Even if knowledge workers leave a specific enterprise, they can get employment or start their own businesses by virtue of their excellent professional knowledge and skills, and realize their own value again. Therefore, they have a strong desire for mobility, which poses a severe challenge to enterprises. In fact, proper talent flow is beneficial to enterprises, because it can appropriately enhance the pressure and pioneering consciousness of other employees. However, the loss of knowledge workers is brain drain after all, and enterprises should strengthen the risk management of staff loss and enhance the loyalty of knowledge workers.
3. Knowledge workers have strong innovation ability and strategic thinking ability.
Innovation ability is the most important feature of knowledge workers. What can create value for enterprises is their innovative ability, which is incomparable to ordinary people. Knowledge workers are not engaged in simple mechanical work, but give full play to their personal qualifications and inspiration in a changeable and uncertain environmental system, respond to various possible situations, promote technological progress and scientific and technological development, constantly update products and services, and create great value for enterprises. Because of the key role of knowledge workers in enterprise development, they should have certain strategic thinking ability, so as to discover the truth in the complex market environment and make their innovation accepted by practice.
4. It is difficult to directly monitor the working process of knowledge workers, and it is also difficult to measure the working results.
The performance and value evaluation of knowledge workers is complex and uncertain. Their work process often has no fixed flow and steps, but shows great randomness and subjective dominance. Even the workplace is very different from the traditional fixed production workshop and office environment, and inspiration and creativity may be generated at any time and occasion outside work. Therefore, their labor performance measurement, the determination of individual labor results and team labor results, the correlation between salary and performance, the internal combination and diversion of knowledge workers, performance analysis and so on. All of them have challenged the traditional enterprise evaluation.
5. Knowledge workers enjoy a high degree of autonomy and independence because of their knowledge capital.
Knowledge workers have a strong sense of engaging in an activity independently. Because they have the knowledge in the sense of enterprise production means and some special skills, relying on this guarantee, they tend to prefer an independent working environment, not only unwilling to be subject to things, but even unable to stand the remote command of their superiors, putting more emphasis on self-guidance in their work, making the greatest attempt at various possibilities, and unwilling to obey orders and be controlled by others. They need the trust and support of enterprises, full authorization and a certain scope of activities. Dead rules and regulations can only suppress their creativity and work inspiration. The working mode of knowledge workers has changed, and there have been cross-team, cross-functional cooperation and even virtual teams [9].
6. In the team of knowledge workers, the boundary between the leader and the led is blurred, and everyone tends to be equal.
The two sides are both interactive and role replacement. In enterprises, the effectiveness of leadership lies in understanding this interaction and consciously managing this dynamic. Communication, concern, trust, commitment, support, innovation, learning, cooperation, etc. It is the principle of managing knowledge workers. In the team of knowledge workers, everyone is equal, which is conducive to their effective interaction and mutual learning, and is also conducive to the interests of the organization.
7. Knowledge-based employees make great contributions to enterprise value and have high expectations for their own value returns.
Their internal demand model is no longer Maslow's so-called demand from low level to high level, but mixed demand [10] appears. Although material treatment is a low-level demand, it is now a sign of a person's social prestige and has become satisfaction at the level of achievement. From this point of view, the current demand level is completely mixed demand. It is the personalized demand of knowledge workers that requires enterprise human resource management to provide personalized human resource services to customers.
8. Knowledge workers pay more attention to spirit and achievement motivation.
Their material requirements are not particularly urgent. In the incentive structure of knowledge workers, the proportion of achievement incentive and spiritual incentive is far greater than that of material incentives such as money. So they are more eager to see their growth, the right to work freely and the fruits of their work. They are willing to find problems and find solutions to them, and they also expect their work to be more meaningful and contribute to the enterprise. Therefore, achievement itself is a better incentive for them, while traditional incentives such as money and promotion take second place. Moreover, due to their high concern for self-worth, knowledge workers also pay special attention to the evaluation of others, organizations and society, and strongly hope to be recognized and respected by society.
Third, the management strategy of knowledge workers
1. Enterprises should follow the management philosophy of "people-oriented, respecting human nature" and give knowledge workers room to fully realize their personal values.
As the most dynamic field and organizational form in social and economic life, modern enterprises are often regarded as the best platform for knowledge workers to show themselves and realize their own values. If enterprises lack the basic understanding and respect for human nature and ignore the personal value of knowledge-based employees, so that their needs for realizing personal value cannot be met for a long time, they will not be able to retain the best employees and the enterprises will lose their competitiveness.
As a modern management concept, "people-oriented, respecting human nature" emphasizes that the ultimate goal of management-improving the economic benefits of enterprises is behind people. Management behavior is no longer a cold imperative behavior, but runs through the whole process of encouragement, trust, care and consideration [1 1]. Managers can't regard knowledge workers as simple "economic men" and only meet their survival needs and material interests. On the contrary, they should pay attention to their high-level spiritual needs, such as respect and self-realization, in order to provide creative work, encourage a personalized environment and arouse their enthusiasm. In equal guidance and communication, establish the business philosophy of the enterprise; Turn external control into self-control, so that knowledge workers can spontaneously form a sense of loyalty and responsibility to the enterprise, and then realize their personal value and achieve unity with the survival and development of the enterprise.
2. Trust employees, fully empower them, and improve the sense of participation and responsibility of knowledge workers.
The full authorization of knowledge workers needs to establish the corresponding organizational structure. This kind of organizational structure, first, allows the superior managers to have a certain degree of detachment, and fully grants the management power to the subordinates, so that they can fully autonomy; The second is to transform subordinates into leaders and give them responsibility. The traditional organizational form can only accommodate one leader and become a leader who surpasses his superiors in his professional business field; The third is to expand the business processes that are not involved by superiors, increase the knowledge content, and let them make their own solutions according to the task requirements to deal with the problems in implementation.
After the management was laid off, the public encountered the problem of how to allocate the original management work. The public fully empowers employees, which not only makes the company have trust in employees, but also makes employees have a stronger sense of participation and responsibility. According to the characteristics of knowledge workers who engage in creative work and pay attention to independence and autonomy, on the one hand, enterprises should be fully authorized according to the task requirements, allowing them to independently formulate the best working methods they think, instead of meticulous guidance and supervision, and should never adopt mandatory instructions in the form of administrative orders; On the other hand, it is necessary to provide financial, material and human support for the creative work independently undertaken by knowledge workers to ensure the smooth progress of their innovative activities.
Facts have proved that letting knowledge workers participate in their division of labor or decision-making related to interests can fully express the trust and respect of enterprises for them. Knowledge workers have professional knowledge and skills. Often the best understanding of the problem, improvement methods, customers' real thoughts. Once they have a stronger sense of participation and more autonomy in company affairs, their sense of responsibility for their work will be greatly enhanced. And only through authorization can the company achieve higher efficiency at a very low cost.
3. Fully respect the personality of knowledge workers and establish learning individuals and organizations.
Excellent employees with creative potential often have strong personalities, or the creativity of excellent employees is often contained in their unique and distinctive personalities. Knowledge workers full of personality charm are the most precious capital of enterprises and the source of innovation and development of enterprises [12].
Watson, the general manager of IBM, believes in a famous saying by the Danish philosopher Goerkegaard: Wild ducks may be tamed, but once tamed, wild ducks lose their wildness, and now they can't fly freely. Watson said: "I never hesitate to reuse people who I don't like but have real talent and learning." However, it is a big mistake to reuse those who talk around you and like to go fishing with you for a holiday. In contrast, I am looking for someone who is strong, informal, outspoken and even makes me unhappy. If you can find many such people around you and listen to their opinions patiently, then your work will go smoothly everywhere. "Visible, eclectic, and even deliberately looking for those who flaunt themselves, restless, obedient people, often can help enterprises find the most personalized and creative knowledge employees.
To attract personalized knowledge workers, besides respecting their individuality, it is more important to enhance the charm of the enterprise itself. It is an effective way for enterprises and knowledge workers to build learning organizations and individuals together. Cultivating learning organizations and individuals is not only conducive to enhancing the core competitiveness of enterprises, but also determines the effect of knowledge creation, dissemination and application, which has a positive effect on improving the personal quality and ability of knowledge workers, so the attraction of enterprises to knowledge workers is greatly increased.
4. Implement decentralized management and humanistic management measures for knowledge workers.
Famous management scientist Peter? Drucker profoundly pointed out that everyone is opposed to being "managed" from the bottom of his heart. This view is especially applicable to knowledge workers. For knowledge workers, supervision is a special hell. They may lose all their passion and creativity under the constraints of various complicated rules and regulations and under the strict supervision of "supervisors"
A competent manager should know how to guide the development of knowledge workers. For example, guide them to think carefully about what they are good at, what they value, how to learn and pursue development through specific examples. This kind of self-awareness is very important for knowledge workers to obtain job performance and correctly evaluate themselves. Therefore, Drucker suggested that knowledge workers should be "guided" rather than "managed" [13].
Leadership, not management, means creating a more relaxed and open working environment for knowledge workers, including the right to work independently, a flexible working system, an atmosphere of free expression of opinions, tolerating their work mistakes and creating a working environment full of fun and care.
Therefore, enterprises can implement flexible working system for knowledge workers as appropriate. Including flexible working hours, home office and other forms. The development of modern information and network technology provides favorable conditions for the realization of flexible working system. Using network terminal to work at home not only meets the working characteristics of knowledge workers, but also saves office space and reduces expenses for enterprises.
Similarly, allowing knowledge workers to "try and make mistakes" is also a necessary tolerant management method to some extent. The attitude of tolerating mistakes gives knowledge workers the greatest psychological endurance, enhances their trust and loyalty to the enterprise, and also helps them to play their creative potential. It is necessary for enterprises to solve the worries of employees within their power. Many multinational companies, such as Microsoft and Hewlett-Packard, have set up children's kindergartens for employees. During working hours, employees can leave their children in the company and have lunch with them, so that employees can work with peace of mind. Practice has proved that attaching importance to employees' emotional investment is the key for enterprises to retain knowledge-based employees.
5. Establish a scientific assessment mechanism and strengthen the effective management of knowledge workers.
Although knowledge workers have strong creativity and contribution to enterprises, and their working environment is complex and difficult to monitor, it is necessary to evaluate the performance of knowledge workers effectively with scientific methods.
At the same time, knowledge workers can only realize their achievement motivation if they know their own work results. Enterprises should break away from egalitarianism and employee performance appraisal system and gradually form an institutionalized, scientific, practical and adaptive evaluation mechanism, which is still one of the key contents to be studied in the scientific management of knowledge-based employees.
(1) It is necessary to grasp the comprehensive and practical evaluation scale and enhance the evaluation value. In the process of implementation, the traditional evaluation is only a one-way evaluation of the assessed, which is the so-called 90-degree evaluation. Practice has proved that this single assessment channel has many disadvantages. In the enterprise human resources assessment, the assessed should accept the assessment of the direct leader (or direct manager), self-assessment, the assessment of the parallel department of the assessed department and the assessment of the company's superior. According to the four aspects of different weights, a 360-degree assessment system is formed, which embodies rationality and comprehensiveness. At the same time, in the design of assessment indicators, the assessment of knowledge workers generally includes three aspects: work attitude, work ability and work performance.
(2) Combining qualitative and quantitative evaluation methods to enhance the operability and accuracy of evaluation. In the modern sense, the assessment should be "tangible", emphasizing the quantitative determination of assessment indicators, avoiding the use of abstract assessment indicators that are difficult to judge and compare, and requiring specific and operable assessment items and contents to ensure the accuracy and comparability of assessment results.
(3) Gradually develop from performance appraisal to performance management, and grasp the new trend of knowledge-based employee management. Performance management is an idea and method to improve the probability of success by managing people. This is a continuous communication process. Different from performance appraisal, performance management is people-centered, paying attention to both outcome goals and behavior goals. It stipulates the established job responsibilities of knowledge workers, the impact of their work on the company's goals, how they and their superiors should cooperate to maintain, improve and improve their performance, how to measure their work performance, and how to remove obstacles that affect their performance.
6. Enterprises must determine a comprehensive salary distribution system to fully motivate knowledge workers.
For knowledge workers, satisfactory salary does not simply mean high income, but also includes many things other than money. As analyzed by Fortune magazine, once people reach a certain level of material satisfaction, they will pay more attention to self-realization and a satisfactory working environment.
Therefore, enterprises must realize a comprehensive salary strategy, that is, the salary paid by enterprises to knowledge workers is divided into external and internal parts. External compensation mainly provides quantifiable monetary value for knowledge workers. For example, short-term incentive pay such as basic salary and bonus, long-term incentive pay such as stock option, stock option, stock purchase and stock reward, monetary benefits such as pension and medical insurance, and other monetary expenses paid by the company, such as housing subsidies, club members, company car allocation and so on. Intrinsic reward refers to various non-monetary incentives. For example, job satisfaction, providing various convenient tools to complete the work, training opportunities, opportunities to improve people's expectations, attractive company culture, good interpersonal relationships, cooperative working environment, and the company's recognition and gratitude to individuals.
External salary and internal salary must be closely combined and coordinated to form a complete salary system. Only in this way can we better meet the comprehensive needs of knowledge workers and truly retain talents.
7. Strengthen the management of new employee relations and establish a new strategic partnership.
Today, the relationship between knowledge workers and organizations has undergone great changes. The relationship between employees and enterprises is no longer the traditional unequal employer-employee relationship, but a more equal partnership. Knowledge workers are both employees and owners of enterprises. Knowledge workers can provide "capital"-the fund provider of intellectual capital through knowledge methods such as technology and patents. This change has transformed the relationship between knowledge workers and employers into a strategic partnership. As strategic partners, knowledge workers should have a substantive say in improving the working environment and adjusting the work content, whether they are solving immediate problems or planning the future work nature. In terms of remuneration, knowledge workers are not only paid wages, but also the direct creators of wealth. They should share their success with investors and participate in the distribution of surplus value. Knowledge workers should also share decision-making power with enterprise decision makers. Transparent and democratic decision-making makes knowledge workers feel valued and respected, which helps to improve morale. Therefore, this is a brand-new employee relationship management.
8. Strengthen the education of knowledge workers' outlook on life and professional ethics, and cultivate all-round quality.
Only those with good moral character, recognition of enterprise value and loyalty can be used by enterprises, and those without loyalty are worthless to enterprises. Therefore, it is necessary to cultivate the loyalty of knowledge workers and give them comprehensive learning opportunities. Management guru Peter? Drucker said that the training and education of employees are the driving force and source of employees' continuous growth [14]. In the new economic era, this kind of training and education is also an important condition for enterprises to attract and retain knowledge-based employees. To this end, enterprises should run education and training through the whole career of knowledge workers, so that they can constantly update their knowledge structure, learn the latest knowledge and technology at any time, and keep up with the development pace of enterprises, thus becoming the most stable and reliable resources of enterprises.
High-quality innovative knowledge workers are the soul of enterprise development. With the development of enterprises, the dependence of enterprises on knowledge workers will continue to increase. Many knowledge workers will change from simple technical posts and local jobs to more comprehensive and comprehensive management and leadership. The integration of technical experts and managers will become a new trend of enterprise's demand for employees. Therefore, while giving full play to the role of knowledge workers, enterprises need to strengthen their all-round training, so that they can grow in step with the development of enterprises and shoulder heavy responsibilities in the future development.
9. Create a good "soft environment" and enhance the cohesion of knowledge workers.
Good soft environment, attach importance to human feelings and emotional input, and give employees family-style emotional comfort. Dozens of the most popular 100 best companies named by Fortune generously provide "soft benefits" for knowledge workers-all kinds of conveniences that can further coordinate the relationship between work and life, such as providing various life services such as haircut and shoe repair within the company, and seemingly insignificant benefits such as free breakfast, which provide great convenience for them, and this kind of welfare also makes the company a humanized family in their minds. At present, many enterprises hold various banquets, get-togethers, birthday celebrations and dances. Through these activities, we can not only strengthen the contact between people, but also listen to the voices of employees and all kinds of opinions and suggestions on the enterprise [15]. In a word, knowledge workers have a strong demand for respect. Managers should often go deep into their subordinates, have equal dialogues, often participate in various collective activities, strengthen interpersonal communication, and build the enterprise into a big family full of affection, so that knowledge workers have a strong sense of belonging, rather than being marginalized by the organization.
10. Comprehensively strengthen the stress management of knowledge workers to ensure their physical and mental health.
"Water stirs up stones and people stir up ambitions, so a certain degree of pressure is the source of power. Without pressure, there is no motivation, but too much pressure will also have a negative impact. Professor Robbins, a management scientist, believes that stress and organizational performance are an inverted "U" type of management, that is, only when stress is equal to people's maximum tolerance can people's efficiency reach its maximum, and too much or too little pressure is not conducive to the improvement of organizational performance. The key to stress management is to find the best point [16]. The stress management of knowledge workers also follows this principle.
To form moderate pressure on knowledge workers, we can first give them challenging jobs. Compared with ordinary employees, knowledge workers pay more attention to the realization of their own values. They are not satisfied with passively completing general tasks, but pursuing perfect results. They regard overcoming difficulties as a pleasure and a way to realize their own value. Of course, this is also a potential stress. Secondly, giving knowledge workers more responsibility and trust, giving them more responsibility with trust and respect, will inevitably form a kind of pressure; Thirdly, we can actively guide knowledge workers to communicate widely with the outside world. Managers should actively create conditions for them to go out and increase their pressure through horizontal comparison, thus stimulating their desire to catch up.
But we should also actively alleviate the work pressure of knowledge workers. They are engaged in creative work, often high-intensity mental work. At the same time, the competition between them is fierce and the work pressure is great. Excessive pressure will have very negative consequences. In the United States, chronic fatigue syndrome is as famous as AIDS, and it is regarded as "the biggest enemy of mankind in 2 1 century". In Japan, it is estimated that as many as 10000 people die every year due to excessive work pressure [17]. Therefore, the problem of excessive pressure on knowledge workers has attracted more and more attention from management scholars.
Therefore, in order to relieve and release the pressure of knowledge workers, it is necessary to establish a good communication mechanism, including communication in the team and communication between superiors and subordinates, and gradually realize seamless communication. Good team communication can share knowledge, supplement information exchange and enhance team cohesion. At the same time, we should create a cooperative and enterprising company culture and atmosphere, and work in mutual cooperation and influence. Without the support of colleagues, knowledge workers will feel lonely and bear great pressure alone, so it is necessary to form a corporate culture, form a team with complementary skills and enhance the sense of teamwork. Enterprises can also establish stress consultation mechanisms and employee physical and mental health plans. Psychological counseling can provide them with advice and comfort under pressure and relieve their mental stress.
Four. Concluding remarks
This paper analyzes the problems and shortcomings in the management of knowledge workers in China, thinks and discusses the characteristics of knowledge workers, puts forward measures and methods to manage knowledge workers, and focuses on how to combine humanized management with scientific control. However, this theme needs to be further deepened. For example, in the method of managing knowledge-based employees, new measures and the use of mathematical methods to further quantify the incentive methods of knowledge-based employees are the directions to be strengthened in the future.
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