Lead: With the advent of knowledge economy, the competition of enterprises is ultimately the competition of talents. Therefore, how to manage knowledge workers well, fully mobilize their enthusiasm and creativity, and motivate them to work hard has become an important topic for enterprise managers.

Motivation of knowledge workers I. Connotation and characteristics of knowledge workers

1. The definition of knowledge workers.

The famous management master Peter? Drucker first proposed it in Discontinuous Times? Knowledge workers? This semester. He described knowledge workers as? Those who master and use symbols and concepts and work with knowledge or information? . After decades of research on the new economy, AXA Consulting put forward the definition of knowledge workers, thinking that they are employees with intellectual input ability, creativity and authority to complete the work. Generally speaking, those who mainly use mental work to create value can be called knowledge workers.

2. Characteristics of knowledge workers.

To effectively manage knowledge workers, we must first recognize the difference between knowledge workers and traditional workers. Specifically, the characteristics of knowledge workers are highlighted in the following three aspects:

(1) personality characteristics

(1) Look at power.

Different from traditional manual workers, knowledge workers are not only smart, proficient in their majors, but also have outstanding personalities. They respect knowledge, worship truth, believe in science and despise authority.

② Strong sense of autonomy.

Knowledge workers are more inclined to have a relaxed and highly autonomous working environment, unwilling to be bound, and emphasize self-guidance, self-management and control in their work.

③ Strong expectation of achievement.

Knowledge workers are more educated, have a deeper understanding of their own abilities, are more enterprising and have a higher desire for self-realization, which determines that knowledge workers have a stronger motivation for achievement. They will be stronger in front of work? Win? Psychology.

(2) Demand characteristics

1 high salary.

Knowledge workers should get high salaries, on the one hand, to compensate them for the cost of acquiring knowledge, on the other hand, to recognize their greater contribution to the enterprise than other employees.

2 respect.

Knowledge workers have a strong demand for respect, and it is almost impossible for people who don't respect them to get along with them.

③ study.

Knowledge workers, in particular, need to constantly learn new knowledge and technology, so as to accumulate more capital and prepare for their future career, otherwise they will easily have a sense of crisis. Moreover, knowledge workers generally have clear goals. They go to work in enterprises not only to earn wages, but also to pursue their own expertise and achievements, so they will pay more attention to their ability improvement and long-term career development opportunities.

(3) Work characteristics

(1) Innovation.

Contrary to the repetitive work of manual workers, the work of knowledge workers is not simple and repetitive, and there are no fixed rules and processes, but creative work is carried out in a complex and changeable environment.

② The working process is difficult to supervise.

Different from manual labor, the process of mental labor is invisible and intangible, so the working process of knowledge workers often has no fixed processes and steps, but presents great randomness and subjective dominance.

③ It is not easy to directly measure and evaluate the work results.

The work achievements of knowledge workers often appear in the form of ideas, creativity, technological inventions and management innovations, so they often do not have immediate and directly measurable economic forms, so they cannot be measured by general economic benefit indicators.

④ Take the form of teamwork.

From the perspective of the creative subject of labor achievements, the crystallization of wisdom and kindness formed by single-handedly is less and less, and a large number of knowledge innovation and scientific research achievements are realized through the organizational forms of work teams such as research teams and project teams.

Second, the incentive strategy for knowledge workers

According to the characteristics of knowledge workers, this paper puts forward the following incentive strategies for knowledge workers from four aspects: salary, work, organization and corporate culture:

1. Reward incentives.

Although salary is an external incentive factor, it is still a very effective incentive method in China, and it is also a topic of great concern to enterprises and employees. Because the material life guarantee provided by salary is not only the premise for the survival and development of knowledge workers, but also the basis for knowledge workers to have higher-level needs and pursuits; Moreover, the amount of money and wealth is an important symbol of one's work achievement and social status, so that one's value can be reflected in the distribution.

2. Work motivation-design challenging work goals.

Compared with ordinary employees, knowledge workers are more concerned about the realization of their own values and strongly expect to be recognized by organizations and society. They are more keen on challenging jobs and regard overcoming difficulties as a pleasure and a way to express their self-worth. Therefore, to make the work challenging, in addition to decentralization of decision-making, it can also be achieved through job rotation and job enrichment.

3. Organizational motivation-establish a learning self-management team.

As the innovation subject of enterprises, knowledge workers are facing increasingly fierce competition in the market and the internal and external environment of teams. Only by constantly strengthening study, updating knowledge and concepts and improving comprehensive quality can we stand out among the strong players. Build a learning self-management team, so that self-management ideas and learning growth methods can be actively integrated into the team, so as to maximize the effectiveness of the team.

4. Cultural incentives-building a culture of cooperation, innovation and learning.

Through * * * the same values, codes of conduct and ethics, a corporate culture characterized by attaching importance to, respecting and trusting employees can well form a strong cohesive force and centripetal force within the enterprise, so that knowledge-based employees can have a kind of self-restraint and self-motivation, which is conducive to improving their sense of identity and loyalty to the enterprise and mobilizing their enthusiasm and initiative to contribute to the enterprise.

(1) Establish employees who respect knowledge. People-oriented? The management concept of.

The sustainable development of modern enterprises is based on innovation, and innovation depends on knowledge workers, who are the most important resources of enterprises. How to manage knowledge workers and maximize their value is the key to enterprise management. The personality and work characteristics of knowledge workers determine that management behavior is no longer cold and mandatory, but is based on full respect for knowledge workers.

(2) Establish a corporate culture that encourages learning and knowledge sharing.

It is necessary for enterprises with knowledge-based employees to create a learning-oriented cultural atmosphere. On the one hand, it helps to meet the needs of knowledge-based employees to update their knowledge and create a good atmosphere for their study. On the other hand, knowledge workers can be promoted by learning professional skills, which is conducive to improving the comprehensive strength of enterprises.

(3) Establish an innovative corporate culture atmosphere.

If an enterprise wants to establish an innovative culture, it is necessary to highlight the important position of innovation, implant innovative consciousness into employees' hearts, guide employees' behaviors, internalize the goals of the enterprise into employees' personal goals, and finally maximize the overall innovative function of the enterprise. Enterprise managers are willing to accept new ideas and new things, and are willing to bear the risk of knowledge-based employees' innovation failure, so as to cultivate knowledge-based employees' innovative ideas and constantly put forward creative ideas to enterprises.