The fourth industrial revolution and human capital development
- Authors: Goldschmidt, Kyle
- Date: 2018
- Subjects: Technological innovations -- Economic aspects , Human capital , Intellectual capital , Economic development , Economic development -- Effect of education on , Fourth industrial revolution
- Language: English
- Type: text , Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10962/62483 , vital:28197
- Description: The focus of the Fourth Industrial Revolution has been on its implications on Human Capital and its need to develop “21st-Century Skills" through education to ensure future labour and capital complementarity. Human Capital combined with 21st-Century Skills, it is claimed, can together generate economic growth, jobs and propel an economy into the next Industrial Revolution. However, Schwab’s (2016) concept of the Fourth Industrial Revolution, make no distinction between the Average Worker and the Knowledge Elite and their relationship to each other and successful economic growth. The different nature of these skills is absent in the literature to date. A critical analysis of literature will be used to examine Schwab’s (2016) claim of a Fourth Industrial Revolution and assess how the Average Worker and the Knowledge Elite relate to the Fourth Industrial Revolution and 21st-Century Skills. The evidence is provided on how both the Average Worker and the Knowledge Elite are key contributors to economic growth and will be important in the Fourth Industrial Revolution.
- Full Text:
- Date Issued: 2018
- Authors: Goldschmidt, Kyle
- Date: 2018
- Subjects: Technological innovations -- Economic aspects , Human capital , Intellectual capital , Economic development , Economic development -- Effect of education on , Fourth industrial revolution
- Language: English
- Type: text , Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10962/62483 , vital:28197
- Description: The focus of the Fourth Industrial Revolution has been on its implications on Human Capital and its need to develop “21st-Century Skills" through education to ensure future labour and capital complementarity. Human Capital combined with 21st-Century Skills, it is claimed, can together generate economic growth, jobs and propel an economy into the next Industrial Revolution. However, Schwab’s (2016) concept of the Fourth Industrial Revolution, make no distinction between the Average Worker and the Knowledge Elite and their relationship to each other and successful economic growth. The different nature of these skills is absent in the literature to date. A critical analysis of literature will be used to examine Schwab’s (2016) claim of a Fourth Industrial Revolution and assess how the Average Worker and the Knowledge Elite relate to the Fourth Industrial Revolution and 21st-Century Skills. The evidence is provided on how both the Average Worker and the Knowledge Elite are key contributors to economic growth and will be important in the Fourth Industrial Revolution.
- Full Text:
- Date Issued: 2018
The management of knowledge workers for the benefit of an organisation
- Authors: Javu, Thobela Terrence
- Date: 2014
- Subjects: Knowledge workers , Knowledge management , Intellectual capital
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8840 , http://hdl.handle.net/10948/d1020004
- Description: The main research problem in this study was to identify strategies that could assist South Afrian companies in managing knowledge workers for their opt imal benefit . To achieve this goal, the following act ions were ta ken: Aliterature study was conducted to identify the best strategies that South African companies could use to manage knowledge workers for optimal benefit; Following the literature review interviews were concluded with key people in the human resource and recruitment industry to determine how a knowledge worker was defined in their organisations as well as to probe what management and human resources strategies were used to manage knowledge workers to their full potential; The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of knowledge workers to determine tools and strategies managers use to manage them. The empirical results from the study showed some concurrence with best strategies suggested from the theoret ical study. In essence, the study revealed that knowledge was well managed in the organisations where the study was conducted and that the knowledge workers were motivated and productive. However, it appeared that there was uncer tainty around the remuneration, rewards and recognition of these employees, which could ultimately reflect in less promising levels of commitment and lower levels of retention. The main findings were that: knowledge workers should be recognised for their good performance by providing financial incentives; knowledge workers should be provided with opportunities to continuously develop their competencies but be allowed to craft their own developmental experiences; knowledge workers should be empowered by delegat ing tasks to them that carry decision making responsibility and af fectinnovation; and Managers and knowledge workers should cont inuously have performance and organisational development discussions.
- Full Text:
- Date Issued: 2014
- Authors: Javu, Thobela Terrence
- Date: 2014
- Subjects: Knowledge workers , Knowledge management , Intellectual capital
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8840 , http://hdl.handle.net/10948/d1020004
- Description: The main research problem in this study was to identify strategies that could assist South Afrian companies in managing knowledge workers for their opt imal benefit . To achieve this goal, the following act ions were ta ken: Aliterature study was conducted to identify the best strategies that South African companies could use to manage knowledge workers for optimal benefit; Following the literature review interviews were concluded with key people in the human resource and recruitment industry to determine how a knowledge worker was defined in their organisations as well as to probe what management and human resources strategies were used to manage knowledge workers to their full potential; The interviews, in addition to the literature study, also served as a basis for a survey questionnaire, which was used to probe the views of knowledge workers to determine tools and strategies managers use to manage them. The empirical results from the study showed some concurrence with best strategies suggested from the theoret ical study. In essence, the study revealed that knowledge was well managed in the organisations where the study was conducted and that the knowledge workers were motivated and productive. However, it appeared that there was uncer tainty around the remuneration, rewards and recognition of these employees, which could ultimately reflect in less promising levels of commitment and lower levels of retention. The main findings were that: knowledge workers should be recognised for their good performance by providing financial incentives; knowledge workers should be provided with opportunities to continuously develop their competencies but be allowed to craft their own developmental experiences; knowledge workers should be empowered by delegat ing tasks to them that carry decision making responsibility and af fectinnovation; and Managers and knowledge workers should cont inuously have performance and organisational development discussions.
- Full Text:
- Date Issued: 2014
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