Managing knowledge workers Lecture 3 The second theoretical framework for analysis.

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