- Title
- The management of knowledge workers for the benefit of an organisation
- Creator
- Javu, Thobela Terrence
- Subject
- Knowledge workers
- Subject
- Knowledge management
- Subject
- Intellectual capital
- Date Issued
- 2014
- Date
- 2014
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- vital:8840
- Identifier
- 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.
- Format
- xii, 109 leaves
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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