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



Reliant on client relationships (B2B)


Product/service
Client
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
Organisation specific
Value capture
Multiple Identity perspective

Employability
Transferable
Ownership of value
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
Professional
EE
Team
Client
Managing multiple identities
(FinSoft)
2
Organisation
0,441**
1,82
Professional
EE
2,74
Team
Team
Client
Career satisfaction – organisational identity = 0,513**
Career satisfaction – professional identity = 0,422**
Managing multiple identities
(DataWare)
2,71
2,48
Client
2
Organisation
O,758**
2
Professional
Team
EE
0,520*
Career satisfaction – professional identity = 0,675**
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 tensions
Key tensions
HR practices
Retention-employability
Recruitment
Involvement
Development
Pay and Reward
Retention strategies
Performance management
Skill specificity focus
Resourcing
Development
Reward
Work organisation
Career management
Value appropriation
Work organisation
Involvement and participation
Pay and reward
Conclusion

Definition of knowledge worker



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


Individual dimensions (own knowledge)
organisational dimensions (social production)
Retention –employability
Development focus
Rent appropriation
Use of identity to manage tensions
HR practices that can resolve these tensions