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November 25, 2022 at 6:06 pm

wholesale indian jewelry in albuquerque The management strategy of knowledge employees in the new situation

[Abstract] After the new century entered the new century, the wave of new economy rolled, organizing informationization, corporate virtualization and other concepts continued to appear. Intellectual workers who master knowledge and professional skills are the most important resources for enterprises. This article studies the problems and deficiencies of Chinese enterprises on the management of knowledge employees, analyzes the personality and characteristics of knowledge employees, and then points out that scientifically managing that knowledge employees must organically organize humanized incentive measures and scientific management methods to organically manage the management methods of scientific management. Combined. p
[Keywords] New situation Knowledge employee knowledge employee management 1
[Text]
Introduction
The new economy develops rapidly, accelerates informationization, the world is facing informatization of informationization, the world is facing informatization , Two of globalization. With the development of information technology and the global operation of the economy, the intensity and frequency of changes in the competitive environment of the enterprise, and the intensity of competition among enterprises are increasing, and enterprises must survive and develop in fierce market competition. The continuous change and innovation of the organization, so knowledge employees will play an increasingly important role in enterprises. Knowledge employees (or knowledge workers, Knowledge Worker) refers to those who master symbols and concepts and use knowledge or information to work, that is, the value of knowledge capital property rights and knowledge is appreciated. The value created by the brain is higher than the value created by its physical strength.
In the new economy, information (knowledge, technology) is an important resource for production and operation and enterprise development, and the resources of information can only be obtained through people. In this sense Regenerative resources are more important for special resources. As a carrier of corporate knowledge, intellectual workers are of course self -evident. Therefore, the ability and potential of developing knowledge employees have become an important task and purpose of management activities [1]. After my country joined the WTO, the development of the economy and its globalization requires companies to grow and grow. The focus of competition between corporate economic management lies in the knowledge of knowledge information technology complexes. To enhance the core competitiveness, the most important thing is the management of knowledge employees [2]. It is precisely because knowledge employee management is a key factor in the success of enterprises that exploring how enterprises to strengthen knowledge employees are very practical.

. The problems of the management of knowledge employees in Chinese enterprises
In the face of increasingly fierce market competition, especially after joining the WTO in my country Whether it can cultivate and build an knowledge employee team that adapts to the amount of adaptable competition is related to the survival and development of Chinese enterprises. However, there are still many problems with Chinese enterprises in the management of knowledge employees [3].
1. The current human resource management system is not conducive to the play of knowledge employees
At present, many enterprises in my country are still extensive personnel management, attaching importance to "things" and ignoring "people". The human resources management department of the enterprise often only undertakes daily work such as employee recruitment, staff deployment, performance assessment, compensation issuance, personnel training, and establishment of employee information. Establishing a human resource management mechanism that is compatible with the development strategy of the enterprise, which has led to the lack of scientific management system for human resource management, which is not conducive to mobilizing the enthusiasm of knowledge employees. This kind of passive management in front of the eyes is lagging behind the company's overall development pace of development. [4].

2. The importance of not really knowing knowledge employees
Due to the long -term planning economy of "big pot rice" in my country, the residual of the residual degree of restrictions has different degrees of people's brains. Although the reform and opening up economy has developed, from managers to employees from managers to employees do not really understand the importance of knowledge employees, even if some wise managers recognize this, they want to achieve the tilt of the treatment of knowledge employees. But due to the inertia of the system, most of the reform failed. The importance of knowledge employees has not been reflected at all.
3. The lack of scientific and efficient performance evaluation and incentive system
This companies still use traditional, experienced judgment as a method of assessment and evaluation, unscientific distribution methods, and simple material incentives. Many companies have only emphasized their education and qualifications in their selection and employment, and ignore the evaluation and analysis of personnel quality, performance and potential [5]. Many enterprises have limited incentives and are single. There is no complete set of mechanisms to mobilize and stimulate the work enthusiasm of knowledge employees and a sense of belonging to the enterprise.
4. Insufficient investment in human resources management and waste of resources
Although many companies deeply recognize the importance of human resources, especially knowledge employees, many companies in actual work are based on the purpose of "spend less money and do things". Insufficient investment in human resources management funds, manpower, material resources, and time. At the same time, valuable resources are useless in the incentives of important knowledge employees, but isted in daily ordinary personnel management [6] Essence

. The personality and characteristics of knowledge employees
The lack of lack of lack of lack of knowledge in the management of knowledge employees, in the final analysis, insufficient understanding of the characteristics of knowledge employees. Peter Drucker said: "Knowledge employees cannot be effectively managed, unless they know their particularity than any other people in the organization, they are useless at all." To this end, we must fully understand and master the characteristics of knowledge employees [[ 7].
1. Knowledge employees have high professional skills and continuous learning ability
The knowledge employees often receive good, systematic professional education, have high education, master certain professional knowledge and skills. At the same time, most of them have possessing Higher personal qualities, rich knowledge, open vision. At the same time, the knowledge of knowledge employees is not static. They have a strong desire for updating knowledge and excellent sustainable learning ability. As the well -known manager Kobe said: "The reason why knowledge employees are important is not because they have mastered some secret knowledge, but because they have the ability to continuously innovate and useful knowledge." [8] in a changing environment Continuous learning ability is the most fundamental advantage of knowledge employees.
2. Knowledge employees have a lower loyalty to the company and have a strong desire to flow
The knowledge of knowledge employees is very self -conscious. They dedicate themselves to their careers and occupations instead of the service they serve. Even if the knowledge employees leave a specific enterprise, they can get employment or entrepreneurship by their own excellent professional knowledge and skills to re -realize their own value. So they have a strong desire to flow, which puts a severe challenge to the company. In fact, proper talent flow is beneficial to enterprises, because it can appropriately enhance the pressure of other employees and awareness of pioneering. However, after all, the leaving of knowledge employees is the loss of talents, so companies strengthen the risk management of employees and enhance the loyalty of knowledge employees.
3. Intellectual workers have strong innovation ability and strategic thinking ability
innovation ability is the most important feature of knowledge employees. It is their innovative ability that can create the value that ordinary people cannot compare at all. Knowledge employees do not engage in simple mechanical work, but to play personal qualifications and inspiration in the environmental system that is easy to change and incompletely determined, cope with various possible situations, promote the advancement of technology and the development of science and technology, and constantly make the development of technology. Products and services are updated, creating great value for enterprises. Due to the key role of knowledge employees in the development of the enterprise, we must have a certain strategic thinking ability in order to discover the truth in a complicated market environment, and at the same time enable their innovation results to be accepted by practice.
4. The work process of knowledge employees is difficult to monitor directly, and it is difficult to measure work results
The performance and value evaluation of knowledge employees is complicated and uncertain. It is very random and subjective, and even the workplace is very different from the traditional fixed production workshop and office environment. Inspiration and creativity may occur at any time and occasions outside the work. Therefore, their labor performance measures, the determination of individual labor results and team labor results, the correlation between compensation and performance, the internal combination and diversion of knowledge employees, performance analysis, and so on, all challenged the traditional assessment of the enterprise.
5. Knowledge employees enjoy high autonomy and independence because of their knowledge capital
The awareness of knowledge employees independently engaged in a certain activity, because they have knowledge in the sense of corporate production, and have a certain one Special skills, relying on this guarantee, they often tend to be an autonomous working environment, not only unwilling to be subject to things, but not even tolerated the remote control command of the boss. The biggest attempt, unwilling to lean down, let people control it. They are required to be trusted and supported by the enterprise and fully authorize, and there must be a certain scope of activity. The rules and regulations can only suppress their creativity and work inspiration. The working mode of knowledge employees has changed, and cross -team, cross -job cooperation, and even virtual teams appear. [9]
6. The leadership of the knowledge employee team is blurred and the leadership is blurred. Everyone tends to be equal. In an enterprise, the effectiveness of leaders is to understand this interaction and consciously manage this dynamic. Communication, attention, trust, commitment, support, innovation, learning, cooperation, etc. are all criteria for managing knowledge employees. In the team of knowledge employees, everyone is equal, which is conducive to their effective interaction and learning, and it is also good for the interests of the organization.
7. Knowledge employees have contributed greatly to the value of the company, and their expectations for their own value returns are also high
. Their inherent demand model is no longer the so -called demand from low -level to high -levels proposed by Maslo, but a mixed mixed occurred. Formula requirements [10]. Although material treatment is a low -level demand, it is now a symbol of social reputation, becoming a level of accomplishment. From this perspective, the current demand level is completely a mixed demand. It is the individual needs of knowledge employees that require corporate human resources management to continue to provide customer -oriented personalized human resources services.
8. Knowledge employees pay more attention to spiritual and achievement incentives
. They are not particularly urgent for material requirements. In the incentive structure of knowledge employees, the proportion of achievement incentives and mental incentives is far greater than material incentives such as money. Therefore, they are more eager to see their own growth, the right to work freely, and the results of work. They are willing to find problems and find methods to solve problems, and also look forward to their work more meaningful and contribute to the enterprise. Therefore, the achievement itself is a better incentive for them, and traditional incentive methods such as money and promotion have retreated. Not only that, because of high attention to self -worth, knowledge employees also pay special attention to the evaluation of others, organizations and society, and strongly hope to get social recognition and respect.

. The management strategy of knowledge employees
1. Enterprises must follow the management concept of "people -oriented, respect for human nature", and give knowledge employees to fully realize the development space of personal value
modern enterprises As the most dynamic field and organizational form in socio -economic life, it is often regarded as the best platform to show self and realize its own value by knowledge employees. If the company lacks basic understanding and respect for human nature, ignores the personal value of knowledge employees, so that they will not be satisfied for their personal value for a long time, they will not be able to retain the best employees, and companies will lose their competitiveness.
"people -oriented, respect for human nature" as a modern management concept, emphasizing the ultimate goal of management -improvement of the economic benefits of enterprises in the back of people, and the management behavior is no longer cold command and forced behavior, but Through the entire process of incentives, trust, care, and consideration [11]. Managers cannot regard knowledge employees as simple "economic people", they just meet their survival needs and material interests. Instead, they should pay attention to their high -level spiritual needs such as their respect and self -actuality to provide creative work and encourage personality to play personality. The environment is to mobilize their enthusiasm. In equal guidance and exchanges, the business philosophy of the enterprise is established; the external control is transformed into self -control, so that the sense of loyalty and responsibility of the knowledge employees will be Unite.
2. Trust employees, fully authorize, improve the sense of participation and responsibility of knowledge employees
The full authorization requirements for knowledge employees to establish corresponding organizational structures. This organizational structure, first, allows superiors to have a certain degree of detachment, fully grant the management power to the lower level, and let them fully autonomy; the second is to transform the subordinates into leaders and give them leadership responsibilities. Traditional organizational forms can only accommodate one leader, and become leaders who exceed the level of superior in their specialized business areas; the third is to expand the business process of non -superior intervention, increase the knowledge content, and let them formulate solutions according to the task requirements. Problems in the implementation.
The German Volkswagen Corporation encountered the problem of how to allocate the original management work after cutting management. Volkswagen fully authorizes employees not only gives the company the trust of them, but also gives them a stronger sense of participation and responsibility. According to the characteristics of creative work and focus on independence and autonomy, the enterprise should be fully authorized on the one hand, allowing them to formulate the best working methods they think, instead of conducting detailed guidance and supervision. Do not adopt the instructions of administrative orders; on the other hand, it is necessary to provide the required funds, materials and manpower support for the creative work of the knowledge -based employees to ensure the smooth progress of its innovative activities.
The facts prove that allowing knowledge employees to participate in their division of labor business or interest -related decisions can fully express their trust and respect for them. Knowledge employees have professional knowledge and skills. Often the situation of the problem, the way of improvement, and the true thoughts of customers. Once they have a stronger sense of participation in company affairs and more autonomy, their sense of responsibility for work will greatly increase. And just through authorization, the company can get higher efficiency at a very low cost.
3. Fully respect the personality of knowledge employees, and establish a learning type of individuals and organizations
Outstanding employees with creative potential often have strong personality, or in other words, the creativity of outstanding employees often contains its unique and distinctive personality. Essence The knowledge employees full of personality are the most precious capital of the enterprise and the source of the innovation and development of enterprises [12].
IBM general manager Watson believes in a famous saying of Danish philosopher Golkagard: Wild duck may be tamed, but once it is tamed, the wild duck has lost its wildness and cannot fly freely in the sky. Watson said: "I never hesitate to re -use those who do not like but have true talents. There is a big mistake. Compared with this, what I look for is those who have strong personality, informal, blunt, or even me. If you can discover many such people around, and patiently listen to their opinions Then your job will go well everywhere. "It can be seen that people who are eclectic and even deliberately seek those who are unrestrained and restless and keep their own. They can often help companies discover the most individual and creative knowledge employees.
It, to attract personalized knowledge employees, in addition to respecting their personality, it is more important to enhance the charm of the enterprise itself. Enterprises and knowledge employees to build learning -oriented organizations and individuals are a very effective way. Create learning -oriented organizations and individuals not only help companies strengthen their core competitiveness, but also determine the effects of knowledge creation, dissemination and application, but also have a positive role in improving the personal quality and ability of knowledge employees. Therefore Greatly increased.
4. Perform decentralized management methods and human -friendly management measures for knowledge employees
Getery managers Peter Drucker deeply pointed out that everyone is opposed to being "managed" from the bottom of the heart. Essence This view is especially suitable for knowledge employees. For knowledge employees, supervision is a special hell. Under the strict supervision of various complex rules and regulations and the supervision of the "supervisor head", they may lose all passion and creativity.
The competent manager should know how to guide the development of knowledge employees. Such as guiding them to think about what they are good at, what they value, how to learn and pursue development through specific examples. This self -awareness is very important for knowledge employees to achieve work performance and correctly evaluate themselves. Therefore, Drucker suggested that they should "guide" knowledge employees instead of "managing" them [13].
Peiling instead of management, it means to create a more relaxed and open working environment for knowledge employees, including the power of independent work, elastic work system, the atmosphere of freely expressing opinions, tolerate their work errors, create full of creation The working environment of fun and care.
Therefore, enterprises can implement the elastic work system as appropriate. Including elastic working hours, at home and other forms. The development of modern information and network technology provides favorable conditions for the realization of the elastic work system. The use of network terminals at home will not only meet the work characteristics of knowledge employees, but also save office venues and reduce expenses for enterprises.
The same, allowing knowledge employees to "trial and error" to a certain extent are necessary tolerant management methods. The attitude of tolerance to make mistakes has given the greatest psychological tolerance of knowledge employees, enhance their trust and loyalty to the enterprise, and also help them to create potential. Within the scope of ability, it is necessary for enterprises to solve their worries for employees. Many multinational companies such as Microsoft and Hewlett -Packard have set up children's kindergartens for employees. In office hours, employees can put their children in the company, and they can also have lunch with their children to lunch with their children. This enables employees to work with peace of mind. Practice has proved that focusing on the emotional investment in employees is the key to retaining knowledge employees.
5. Establish a scientific assessment and evaluation mechanism, and strengthen the effective management of knowledge employees
. Although intellectual employees have strong creative ability and contribute to the enterprise Use scientific methods to effectively evaluate the performance of knowledge employees.
At the same time, knowledge employees can only achieve achievement incentives only by knowing their work results. Enterprises should break the employee assessment system with egalitarianism and employee performance assessment as the main body, and gradually form an assessment and evaluation mechanism that institutionalized, scientific, practicality, and adapting to the characteristics of the enterprise. This is still the key content of scientific management knowledge employees. one.
(1) To master the comprehensiveness and practicality of the assessment, and increase the value of the assessment. In the traditional sense of assessment, in the process of implementation, it is only manifested as an assessment of the appraisal of the appraisal. We call it a 90 -degree assessment. Practice has proved that there are many disadvantages of such single assessment channels. In the corporate human resources assessment, the appraisal should accept the assessment of direct leadership (or direct managers) from four angles, self -assessment and evaluation, assessment of the parallel department of the department where the appraisal department is located, and the assessment of the company's superior. Four aspects of assessment composed of different weights form a 360 -degree assessment system, which reflects rationality and comprehensiveness. At the same time, in the design of the assessment indicators, the assessment of knowledge employees generally includes three aspects: work attitude, work ability and work performance.
(2) The combination of assessment methods is combined with confirmation and quantitative to enhance the operability and accuracy of the assessment. The assessment in the modern sense should be "tangible", emphasizing the determination of the assessment indicators, avoiding the use of abstract and difficult to judge comparison assessment indicators, and requiring the assessment project and content to be operable. Sex and comparability.
(3) Gradually develop from performance assessment to performance management, and grasp the new trend of knowledge employee management. Performance management is the idea and method of improving the probability of success through the management of people. It is a continuous communication process. Unlike performance evaluation, performance management is people -based, not only pay attention to the results of the results, but also the behavior goals. The work responsibilities of knowledge employees, their work on the impact of the company's goals, how should they work together to maintain, improve and improve performance, how to measure work performance, how to eliminate the obstacles affecting performance, etc. There are clear aspects. Requirements and regulations.
6. Enterprises must determine the comprehensive salary distribution system and fully inspire knowledge employees
For knowledge employees, satisfactory salary does not simply mean high income, but also includes many contents other than money. Essence As analyzed in "Fortune", once people have reached a certain degree of material satisfaction, they care more about the working environment of self -realization and satisfaction.
Therefore, enterprises must realize a comprehensive salary strategy, that is, the salary paid by the enterprise to knowledge employees is divided into external and internal parts. External remuneration mainly provides a quantifiable monetary value for knowledge employees. For example, short -term incentives such as basic wages, bonuses, long -term incentives such as stock options, shares, stocks, stock rewards, etc., and other monetary expenditures paid by the company, such as housing Allowance, club membership qualifications, company car distribution, and so on. Internal compensation refers to various types of incentive factors of non -currency nature. For example, work satisfaction provides a variety of convenience tools, training opportunities to complete work, improve the opportunity of people's expectations, attracts people's culture, good interpersonal relationships, cooperate with each other, and the company's commendation of individuals, the company's commendation, and the company's commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s recognition, Thank you.
In external compensation and internal compensation must be closely integrated and cooperated with each other to form a complete compensation system. In this way, we can better meet the comprehensive needs of knowledge employees and truly retain talents.
7. Strengthen the management of new employee relationships, and establish a new type of strategic partnership
The relationship between knowledge employees and organizations today has undergone great changes. The relationship between employees and businesses is no longer the relationship between unequal employers and employees, and more is equal partnership. Knowledge employees are both employees and owners of the enterprise. Knowledge employees can provide "capital" -intellectual capital like capital providers through technology, patent and other knowledge methods. This kind of change allows the relationship between knowledge employees and employers to be transformed into strategic partnerships. As a strategic partner, the knowledge employees should have a substantial say in improving their working environment and adjusting their work content, whether they are solving the problems facing in front of them or planning their own future work nature. In terms of compensation, in addition to obtaining salary compensation, their direct creators of wealth should also share with investors successfully and participate in the remaining value. Knowledge employees should also share decision -making with corporate decision makers. Transparent and democratic decisions make knowledge employees feel that they are valued and respected, and help improve their morale. So this is a brand -new employee relationship management.
8. Strengthen the outlook on life and professional ethics of knowledge employees, and cultivate comprehensive quality
only talents with good moral character, identifying enterprise value, and loyalty for enterprises can be used by enterprises. Loyalty talents are worthless for enterprises. Therefore, it is necessary to cultivate the loyalty of knowledge employees, but also give knowledge employees a comprehensive learning opportunity. Management Master Peter Drucker said the training and education of employees is the driving force and source of employees to grow. [14] In the new economy, this training and education are also important conditions for enterprises to attract and retain knowledge employees. To this end, enterprises should penetrate education and training throughout their careers, so that they can continue to update the knowledge structure, learn the latest knowledge and technology at any time, and maintain simultaneous development with enterprises, so as to become the most stable and reliable resource for enterprises.
The knowledge employees with high quality and innovative ability are the soul of the development of the enterprise. With the development of the cause, companies' reliance on knowledge employees will continue to increase. Many knowledge employees will change from simple technical positions and local work to bear more comprehensive and global management and leadership. The integration of technical experts and managers will become a new trend of enterprises for employees. To this end, while the enterprise plays the role of knowledge employees, it is necessary to strengthen their comprehensive cultivation of them so that they can grow at the same time with the development of the enterprise, and be able to bear the heavy responsibility in the future development.
9. Create a good "soft" environment, enhance the cohesion of knowledge employees
good soft environment and pay attention to humanity and emotional investment, and give employees' family -like emotional comfort. The dozens of the 100 most popular companies on the most popular company "Fortune" provide "soft benefits" to knowledge employees -the kind of convenience that can further coordinate the relationship between work and life, such as in The company provides a number of living services such as haircuts and shoe repair, as well as free breakfast benefits, which provides them with great convenience. This kind of benefits also make the company a humane family in their minds. Employees who were investigated said they cherished this very much. At present, many companies regularly hold various banquets, gala, birthday celebrations, dances, etc. Through these activities, not only can we strengthen the connection between people, managers can also listen to employees 'voices and various opinions on enterprises' opinions on the enterprise. And suggestion [15]. In short, the demand for knowledge employees to obtain respect is very strong. Managers should often go deep into their subordinates, talk equally, and often attend various collective activities, strengthen interpersonal communication, build enterprises into a family full of affection, so that knowledge employees have some employees in their employees. Strong sense of belonging, not the edge of the organization.
10. Comprehensively strengthen the pressure management of knowledge employees to ensure their physical and mental health. No motivation, but too much pressure can also have a negative effect. Management scientist Professor Robbins believes that stress and organization's work performance is a "U" type management, that is, only when the pressure is equal to the maximum tolerance of the person, the person’s efficiency reaches the maximum value, the pressure is too large or the hour is too hour. Not conducive to the improvement of organizational performance. The key to stress management is to find this best point [16]. The pressure management of knowledge employees also follows this principle.
It to form a moderate pressure on knowledge employees. First, it can give knowledge employees challenging work. Compared with ordinary employees, knowledge employees are more concerned about the realization of their own value. They are not satisfied with passively completing general tasks. The pursuit of perfection results regards the difficulty of overcome difficulties as a kind of fun, a way to realize self -worth, of course, this is also a potential pressure; the second to give knowledge employees more responsibility and trust, trust and trust and trust and trust employees' trust and trust employees Respect and let it bear greater responsibilities, forming a pressure in virtual; thirdly, you can actively guide knowledge employees and extensively communicate with the outside world. Managers should actively create the conditions for them to go out. The horizontal comparison increases their pressure, thereby stimulating their desire to catch up.
but also actively alleviate the pressure of knowledge employees. They are engaged in creative work, often high -intensity brain labor. At the same time, the competition between them is very fierce, and the work has a lot of pressure. The pressure of stress has a very negative consequences. In the United States, chronic fatigue syndrome is as famous as AIDS and is regarded as "the biggest enemy of human beings in the 21st century". [17]. Therefore, the problem of too much pressure on knowledge employees has increasingly attracted the attention of the management community.
Therefore, in order to alleviate the pressure of and release the pressure of knowledge employees, it is necessary to establish a good communication mechanism, including communication in the team, communication between superiors and lower levels, and gradually achieve seamless communication. Good team communication can play a role in sharing, complementary information exchanges, and enhanced team cohesion. At the same time, it is necessary to create a cooperative company culture and atmosphere, and work in cooperation and influence. If the support of colleagues is lacking, knowledge employees will feel lonely and be under tremendous pressure, so it is necessary to form a corporate culture, form a team with complementary skills, and enhance team consciousness and mutual cooperation awareness. Enterprises can also establish a stress consultation mechanism and employee physical and mental health projects. Consultation can provide advice and comfort to them under pressure to reduce their mental tension.

. The end of the end
This analyzes the problems and deficiencies of the management of knowledge employees in my country, thinking and discussing the characteristics of knowledge employees, and put forward measures and methods of how to manage knowledge employees. Focus on the issue of how to combine humanized management and scientific control. However, this topic also needs to be further deepened. For example, in the methods of managing knowledge employees, measures and mathematical methods to further quantify knowledge employees are in the future.

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1 thought on “wholesale african ankara jewelry Seeking an article that you modify, the best subject matter, the best subject matter, as long as it is not software production”

Ira
November 25, 2022 at 6:06 pm

wholesale indian jewelry in albuquerque The management strategy of knowledge employees in the new situation

[Abstract] After the new century entered the new century, the wave of new economy rolled, organizing informationization, corporate virtualization and other concepts continued to appear. Intellectual workers who master knowledge and professional skills are the most important resources for enterprises. This article studies the problems and deficiencies of Chinese enterprises on the management of knowledge employees, analyzes the personality and characteristics of knowledge employees, and then points out that scientifically managing that knowledge employees must organically organize humanized incentive measures and scientific management methods to organically manage the management methods of scientific management. Combined. p
[Keywords] New situation Knowledge employee knowledge employee management 1
[Text]
Introduction
The new economy develops rapidly, accelerates informationization, the world is facing informatization of informationization, the world is facing informatization , Two of globalization. With the development of information technology and the global operation of the economy, the intensity and frequency of changes in the competitive environment of the enterprise, and the intensity of competition among enterprises are increasing, and enterprises must survive and develop in fierce market competition. The continuous change and innovation of the organization, so knowledge employees will play an increasingly important role in enterprises. Knowledge employees (or knowledge workers, Knowledge Worker) refers to those who master symbols and concepts and use knowledge or information to work, that is, the value of knowledge capital property rights and knowledge is appreciated. The value created by the brain is higher than the value created by its physical strength.
In the new economy, information (knowledge, technology) is an important resource for production and operation and enterprise development, and the resources of information can only be obtained through people. In this sense Regenerative resources are more important for special resources. As a carrier of corporate knowledge, intellectual workers are of course self -evident. Therefore, the ability and potential of developing knowledge employees have become an important task and purpose of management activities [1]. After my country joined the WTO, the development of the economy and its globalization requires companies to grow and grow. The focus of competition between corporate economic management lies in the knowledge of knowledge information technology complexes. To enhance the core competitiveness, the most important thing is the management of knowledge employees [2]. It is precisely because knowledge employee management is a key factor in the success of enterprises that exploring how enterprises to strengthen knowledge employees are very practical.

. The problems of the management of knowledge employees in Chinese enterprises
In the face of increasingly fierce market competition, especially after joining the WTO in my country Whether it can cultivate and build an knowledge employee team that adapts to the amount of adaptable competition is related to the survival and development of Chinese enterprises. However, there are still many problems with Chinese enterprises in the management of knowledge employees [3].
1. The current human resource management system is not conducive to the play of knowledge employees
At present, many enterprises in my country are still extensive personnel management, attaching importance to "things" and ignoring "people". The human resources management department of the enterprise often only undertakes daily work such as employee recruitment, staff deployment, performance assessment, compensation issuance, personnel training, and establishment of employee information. Establishing a human resource management mechanism that is compatible with the development strategy of the enterprise, which has led to the lack of scientific management system for human resource management, which is not conducive to mobilizing the enthusiasm of knowledge employees. This kind of passive management in front of the eyes is lagging behind the company's overall development pace of development. [4].

2. The importance of not really knowing knowledge employees
Due to the long -term planning economy of "big pot rice" in my country, the residual of the residual degree of restrictions has different degrees of people's brains. Although the reform and opening up economy has developed, from managers to employees from managers to employees do not really understand the importance of knowledge employees, even if some wise managers recognize this, they want to achieve the tilt of the treatment of knowledge employees. But due to the inertia of the system, most of the reform failed. The importance of knowledge employees has not been reflected at all.
3. The lack of scientific and efficient performance evaluation and incentive system
This companies still use traditional, experienced judgment as a method of assessment and evaluation, unscientific distribution methods, and simple material incentives. Many companies have only emphasized their education and qualifications in their selection and employment, and ignore the evaluation and analysis of personnel quality, performance and potential [5]. Many enterprises have limited incentives and are single. There is no complete set of mechanisms to mobilize and stimulate the work enthusiasm of knowledge employees and a sense of belonging to the enterprise.
4. Insufficient investment in human resources management and waste of resources
Although many companies deeply recognize the importance of human resources, especially knowledge employees, many companies in actual work are based on the purpose of "spend less money and do things". Insufficient investment in human resources management funds, manpower, material resources, and time. At the same time, valuable resources are useless in the incentives of important knowledge employees, but isted in daily ordinary personnel management [6] Essence

. The personality and characteristics of knowledge employees
The lack of lack of lack of lack of knowledge in the management of knowledge employees, in the final analysis, insufficient understanding of the characteristics of knowledge employees. Peter Drucker said: "Knowledge employees cannot be effectively managed, unless they know their particularity than any other people in the organization, they are useless at all." To this end, we must fully understand and master the characteristics of knowledge employees [[ 7].
1. Knowledge employees have high professional skills and continuous learning ability
The knowledge employees often receive good, systematic professional education, have high education, master certain professional knowledge and skills. At the same time, most of them have possessing Higher personal qualities, rich knowledge, open vision. At the same time, the knowledge of knowledge employees is not static. They have a strong desire for updating knowledge and excellent sustainable learning ability. As the well -known manager Kobe said: "The reason why knowledge employees are important is not because they have mastered some secret knowledge, but because they have the ability to continuously innovate and useful knowledge." [8] in a changing environment Continuous learning ability is the most fundamental advantage of knowledge employees.
2. Knowledge employees have a lower loyalty to the company and have a strong desire to flow
The knowledge of knowledge employees is very self -conscious. They dedicate themselves to their careers and occupations instead of the service they serve. Even if the knowledge employees leave a specific enterprise, they can get employment or entrepreneurship by their own excellent professional knowledge and skills to re -realize their own value. So they have a strong desire to flow, which puts a severe challenge to the company. In fact, proper talent flow is beneficial to enterprises, because it can appropriately enhance the pressure of other employees and awareness of pioneering. However, after all, the leaving of knowledge employees is the loss of talents, so companies strengthen the risk management of employees and enhance the loyalty of knowledge employees.
3. Intellectual workers have strong innovation ability and strategic thinking ability
innovation ability is the most important feature of knowledge employees. It is their innovative ability that can create the value that ordinary people cannot compare at all. Knowledge employees do not engage in simple mechanical work, but to play personal qualifications and inspiration in the environmental system that is easy to change and incompletely determined, cope with various possible situations, promote the advancement of technology and the development of science and technology, and constantly make the development of technology. Products and services are updated, creating great value for enterprises. Due to the key role of knowledge employees in the development of the enterprise, we must have a certain strategic thinking ability in order to discover the truth in a complicated market environment, and at the same time enable their innovation results to be accepted by practice.
4. The work process of knowledge employees is difficult to monitor directly, and it is difficult to measure work results
The performance and value evaluation of knowledge employees is complicated and uncertain. It is very random and subjective, and even the workplace is very different from the traditional fixed production workshop and office environment. Inspiration and creativity may occur at any time and occasions outside the work. Therefore, their labor performance measures, the determination of individual labor results and team labor results, the correlation between compensation and performance, the internal combination and diversion of knowledge employees, performance analysis, and so on, all challenged the traditional assessment of the enterprise.
5. Knowledge employees enjoy high autonomy and independence because of their knowledge capital
The awareness of knowledge employees independently engaged in a certain activity, because they have knowledge in the sense of corporate production, and have a certain one Special skills, relying on this guarantee, they often tend to be an autonomous working environment, not only unwilling to be subject to things, but not even tolerated the remote control command of the boss. The biggest attempt, unwilling to lean down, let people control it. They are required to be trusted and supported by the enterprise and fully authorize, and there must be a certain scope of activity. The rules and regulations can only suppress their creativity and work inspiration. The working mode of knowledge employees has changed, and cross -team, cross -job cooperation, and even virtual teams appear. [9]
6. The leadership of the knowledge employee team is blurred and the leadership is blurred. Everyone tends to be equal. In an enterprise, the effectiveness of leaders is to understand this interaction and consciously manage this dynamic. Communication, attention, trust, commitment, support, innovation, learning, cooperation, etc. are all criteria for managing knowledge employees. In the team of knowledge employees, everyone is equal, which is conducive to their effective interaction and learning, and it is also good for the interests of the organization.
7. Knowledge employees have contributed greatly to the value of the company, and their expectations for their own value returns are also high
. Their inherent demand model is no longer the so -called demand from low -level to high -levels proposed by Maslo, but a mixed mixed occurred. Formula requirements [10]. Although material treatment is a low -level demand, it is now a symbol of social reputation, becoming a level of accomplishment. From this perspective, the current demand level is completely a mixed demand. It is the individual needs of knowledge employees that require corporate human resources management to continue to provide customer -oriented personalized human resources services.
8. Knowledge employees pay more attention to spiritual and achievement incentives
. They are not particularly urgent for material requirements. In the incentive structure of knowledge employees, the proportion of achievement incentives and mental incentives is far greater than material incentives such as money. Therefore, they are more eager to see their own growth, the right to work freely, and the results of work. They are willing to find problems and find methods to solve problems, and also look forward to their work more meaningful and contribute to the enterprise. Therefore, the achievement itself is a better incentive for them, and traditional incentive methods such as money and promotion have retreated. Not only that, because of high attention to self -worth, knowledge employees also pay special attention to the evaluation of others, organizations and society, and strongly hope to get social recognition and respect.

. The management strategy of knowledge employees
1. Enterprises must follow the management concept of "people -oriented, respect for human nature", and give knowledge employees to fully realize the development space of personal value
modern enterprises As the most dynamic field and organizational form in socio -economic life, it is often regarded as the best platform to show self and realize its own value by knowledge employees. If the company lacks basic understanding and respect for human nature, ignores the personal value of knowledge employees, so that they will not be satisfied for their personal value for a long time, they will not be able to retain the best employees, and companies will lose their competitiveness.
"people -oriented, respect for human nature" as a modern management concept, emphasizing the ultimate goal of management -improvement of the economic benefits of enterprises in the back of people, and the management behavior is no longer cold command and forced behavior, but Through the entire process of incentives, trust, care, and consideration [11]. Managers cannot regard knowledge employees as simple "economic people", they just meet their survival needs and material interests. Instead, they should pay attention to their high -level spiritual needs such as their respect and self -actuality to provide creative work and encourage personality to play personality. The environment is to mobilize their enthusiasm. In equal guidance and exchanges, the business philosophy of the enterprise is established; the external control is transformed into self -control, so that the sense of loyalty and responsibility of the knowledge employees will be Unite.
2. Trust employees, fully authorize, improve the sense of participation and responsibility of knowledge employees
The full authorization requirements for knowledge employees to establish corresponding organizational structures. This organizational structure, first, allows superiors to have a certain degree of detachment, fully grant the management power to the lower level, and let them fully autonomy; the second is to transform the subordinates into leaders and give them leadership responsibilities. Traditional organizational forms can only accommodate one leader, and become leaders who exceed the level of superior in their specialized business areas; the third is to expand the business process of non -superior intervention, increase the knowledge content, and let them formulate solutions according to the task requirements. Problems in the implementation.
The German Volkswagen Corporation encountered the problem of how to allocate the original management work after cutting management. Volkswagen fully authorizes employees not only gives the company the trust of them, but also gives them a stronger sense of participation and responsibility. According to the characteristics of creative work and focus on independence and autonomy, the enterprise should be fully authorized on the one hand, allowing them to formulate the best working methods they think, instead of conducting detailed guidance and supervision. Do not adopt the instructions of administrative orders; on the other hand, it is necessary to provide the required funds, materials and manpower support for the creative work of the knowledge -based employees to ensure the smooth progress of its innovative activities.
The facts prove that allowing knowledge employees to participate in their division of labor business or interest -related decisions can fully express their trust and respect for them. Knowledge employees have professional knowledge and skills. Often the situation of the problem, the way of improvement, and the true thoughts of customers. Once they have a stronger sense of participation in company affairs and more autonomy, their sense of responsibility for work will greatly increase. And just through authorization, the company can get higher efficiency at a very low cost.
3. Fully respect the personality of knowledge employees, and establish a learning type of individuals and organizations
Outstanding employees with creative potential often have strong personality, or in other words, the creativity of outstanding employees often contains its unique and distinctive personality. Essence The knowledge employees full of personality are the most precious capital of the enterprise and the source of the innovation and development of enterprises [12].
IBM general manager Watson believes in a famous saying of Danish philosopher Golkagard: Wild duck may be tamed, but once it is tamed, the wild duck has lost its wildness and cannot fly freely in the sky. Watson said: "I never hesitate to re -use those who do not like but have true talents. There is a big mistake. Compared with this, what I look for is those who have strong personality, informal, blunt, or even me. If you can discover many such people around, and patiently listen to their opinions Then your job will go well everywhere. "It can be seen that people who are eclectic and even deliberately seek those who are unrestrained and restless and keep their own. They can often help companies discover the most individual and creative knowledge employees.
It, to attract personalized knowledge employees, in addition to respecting their personality, it is more important to enhance the charm of the enterprise itself. Enterprises and knowledge employees to build learning -oriented organizations and individuals are a very effective way. Create learning -oriented organizations and individuals not only help companies strengthen their core competitiveness, but also determine the effects of knowledge creation, dissemination and application, but also have a positive role in improving the personal quality and ability of knowledge employees. Therefore Greatly increased.
4. Perform decentralized management methods and human -friendly management measures for knowledge employees
Getery managers Peter Drucker deeply pointed out that everyone is opposed to being "managed" from the bottom of the heart. Essence This view is especially suitable for knowledge employees. For knowledge employees, supervision is a special hell. Under the strict supervision of various complex rules and regulations and the supervision of the "supervisor head", they may lose all passion and creativity.
The competent manager should know how to guide the development of knowledge employees. Such as guiding them to think about what they are good at, what they value, how to learn and pursue development through specific examples. This self -awareness is very important for knowledge employees to achieve work performance and correctly evaluate themselves. Therefore, Drucker suggested that they should "guide" knowledge employees instead of "managing" them [13].
Peiling instead of management, it means to create a more relaxed and open working environment for knowledge employees, including the power of independent work, elastic work system, the atmosphere of freely expressing opinions, tolerate their work errors, create full of creation The working environment of fun and care.
Therefore, enterprises can implement the elastic work system as appropriate. Including elastic working hours, at home and other forms. The development of modern information and network technology provides favorable conditions for the realization of the elastic work system. The use of network terminals at home will not only meet the work characteristics of knowledge employees, but also save office venues and reduce expenses for enterprises.
The same, allowing knowledge employees to "trial and error" to a certain extent are necessary tolerant management methods. The attitude of tolerance to make mistakes has given the greatest psychological tolerance of knowledge employees, enhance their trust and loyalty to the enterprise, and also help them to create potential. Within the scope of ability, it is necessary for enterprises to solve their worries for employees. Many multinational companies such as Microsoft and Hewlett -Packard have set up children's kindergartens for employees. In office hours, employees can put their children in the company, and they can also have lunch with their children to lunch with their children. This enables employees to work with peace of mind. Practice has proved that focusing on the emotional investment in employees is the key to retaining knowledge employees.
5. Establish a scientific assessment and evaluation mechanism, and strengthen the effective management of knowledge employees
. Although intellectual employees have strong creative ability and contribute to the enterprise Use scientific methods to effectively evaluate the performance of knowledge employees.
At the same time, knowledge employees can only achieve achievement incentives only by knowing their work results. Enterprises should break the employee assessment system with egalitarianism and employee performance assessment as the main body, and gradually form an assessment and evaluation mechanism that institutionalized, scientific, practicality, and adapting to the characteristics of the enterprise. This is still the key content of scientific management knowledge employees. one.
(1) To master the comprehensiveness and practicality of the assessment, and increase the value of the assessment. In the traditional sense of assessment, in the process of implementation, it is only manifested as an assessment of the appraisal of the appraisal. We call it a 90 -degree assessment. Practice has proved that there are many disadvantages of such single assessment channels. In the corporate human resources assessment, the appraisal should accept the assessment of direct leadership (or direct managers) from four angles, self -assessment and evaluation, assessment of the parallel department of the department where the appraisal department is located, and the assessment of the company's superior. Four aspects of assessment composed of different weights form a 360 -degree assessment system, which reflects rationality and comprehensiveness. At the same time, in the design of the assessment indicators, the assessment of knowledge employees generally includes three aspects: work attitude, work ability and work performance.
(2) The combination of assessment methods is combined with confirmation and quantitative to enhance the operability and accuracy of the assessment. The assessment in the modern sense should be "tangible", emphasizing the determination of the assessment indicators, avoiding the use of abstract and difficult to judge comparison assessment indicators, and requiring the assessment project and content to be operable. Sex and comparability.
(3) Gradually develop from performance assessment to performance management, and grasp the new trend of knowledge employee management. Performance management is the idea and method of improving the probability of success through the management of people. It is a continuous communication process. Unlike performance evaluation, performance management is people -based, not only pay attention to the results of the results, but also the behavior goals. The work responsibilities of knowledge employees, their work on the impact of the company's goals, how should they work together to maintain, improve and improve performance, how to measure work performance, how to eliminate the obstacles affecting performance, etc. There are clear aspects. Requirements and regulations.
6. Enterprises must determine the comprehensive salary distribution system and fully inspire knowledge employees
For knowledge employees, satisfactory salary does not simply mean high income, but also includes many contents other than money. Essence As analyzed in "Fortune", once people have reached a certain degree of material satisfaction, they care more about the working environment of self -realization and satisfaction.
Therefore, enterprises must realize a comprehensive salary strategy, that is, the salary paid by the enterprise to knowledge employees is divided into external and internal parts. External remuneration mainly provides a quantifiable monetary value for knowledge employees. For example, short -term incentives such as basic wages, bonuses, long -term incentives such as stock options, shares, stocks, stock rewards, etc., and other monetary expenditures paid by the company, such as housing Allowance, club membership qualifications, company car distribution, and so on. Internal compensation refers to various types of incentive factors of non -currency nature. For example, work satisfaction provides a variety of convenience tools, training opportunities to complete work, improve the opportunity of people's expectations, attracts people's culture, good interpersonal relationships, cooperate with each other, and the company's commendation of individuals, the company's commendation, and the company's commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, and the company’s commendation, the company’s commendation, and the company’s commendation, the company’s recognition, Thank you.
In external compensation and internal compensation must be closely integrated and cooperated with each other to form a complete compensation system. In this way, we can better meet the comprehensive needs of knowledge employees and truly retain talents.
7. Strengthen the management of new employee relationships, and establish a new type of strategic partnership
The relationship between knowledge employees and organizations today has undergone great changes. The relationship between employees and businesses is no longer the relationship between unequal employers and employees, and more is equal partnership. Knowledge employees are both employees and owners of the enterprise. Knowledge employees can provide "capital" -intellectual capital like capital providers through technology, patent and other knowledge methods. This kind of change allows the relationship between knowledge employees and employers to be transformed into strategic partnerships. As a strategic partner, the knowledge employees should have a substantial say in improving their working environment and adjusting their work content, whether they are solving the problems facing in front of them or planning their own future work nature. In terms of compensation, in addition to obtaining salary compensation, their direct creators of wealth should also share with investors successfully and participate in the remaining value. Knowledge employees should also share decision -making with corporate decision makers. Transparent and democratic decisions make knowledge employees feel that they are valued and respected, and help improve their morale. So this is a brand -new employee relationship management.
8. Strengthen the outlook on life and professional ethics of knowledge employees, and cultivate comprehensive quality
only talents with good moral character, identifying enterprise value, and loyalty for enterprises can be used by enterprises. Loyalty talents are worthless for enterprises. Therefore, it is necessary to cultivate the loyalty of knowledge employees, but also give knowledge employees a comprehensive learning opportunity. Management Master Peter Drucker said the training and education of employees is the driving force and source of employees to grow. [14] In the new economy, this training and education are also important conditions for enterprises to attract and retain knowledge employees. To this end, enterprises should penetrate education and training throughout their careers, so that they can continue to update the knowledge structure, learn the latest knowledge and technology at any time, and maintain simultaneous development with enterprises, so as to become the most stable and reliable resource for enterprises.
The knowledge employees with high quality and innovative ability are the soul of the development of the enterprise. With the development of the cause, companies' reliance on knowledge employees will continue to increase. Many knowledge employees will change from simple technical positions and local work to bear more comprehensive and global management and leadership. The integration of technical experts and managers will become a new trend of enterprises for employees. To this end, while the enterprise plays the role of knowledge employees, it is necessary to strengthen their comprehensive cultivation of them so that they can grow at the same time with the development of the enterprise, and be able to bear the heavy responsibility in the future development.
9. Create a good "soft" environment, enhance the cohesion of knowledge employees
good soft environment and pay attention to humanity and emotional investment, and give employees' family -like emotional comfort. The dozens of the 100 most popular companies on the most popular company "Fortune" provide "soft benefits" to knowledge employees -the kind of convenience that can further coordinate the relationship between work and life, such as in The company provides a number of living services such as haircuts and shoe repair, as well as free breakfast benefits, which provides them with great convenience. This kind of benefits also make the company a humane family in their minds. Employees who were investigated said they cherished this very much. At present, many companies regularly hold various banquets, gala, birthday celebrations, dances, etc. Through these activities, not only can we strengthen the connection between people, managers can also listen to employees 'voices and various opinions on enterprises' opinions on the enterprise. And suggestion [15]. In short, the demand for knowledge employees to obtain respect is very strong. Managers should often go deep into their subordinates, talk equally, and often attend various collective activities, strengthen interpersonal communication, build enterprises into a family full of affection, so that knowledge employees have some employees in their employees. Strong sense of belonging, not the edge of the organization.
10. Comprehensively strengthen the pressure management of knowledge employees to ensure their physical and mental health. No motivation, but too much pressure can also have a negative effect. Management scientist Professor Robbins believes that stress and organization's work performance is a "U" type management, that is, only when the pressure is equal to the maximum tolerance of the person, the person’s efficiency reaches the maximum value, the pressure is too large or the hour is too hour. Not conducive to the improvement of organizational performance. The key to stress management is to find this best point [16]. The pressure management of knowledge employees also follows this principle.
It to form a moderate pressure on knowledge employees. First, it can give knowledge employees challenging work. Compared with ordinary employees, knowledge employees are more concerned about the realization of their own value. They are not satisfied with passively completing general tasks. The pursuit of perfection results regards the difficulty of overcome difficulties as a kind of fun, a way to realize self -worth, of course, this is also a potential pressure; the second to give knowledge employees more responsibility and trust, trust and trust and trust and trust employees' trust and trust employees Respect and let it bear greater responsibilities, forming a pressure in virtual; thirdly, you can actively guide knowledge employees and extensively communicate with the outside world. Managers should actively create the conditions for them to go out. The horizontal comparison increases their pressure, thereby stimulating their desire to catch up.
but also actively alleviate the pressure of knowledge employees. They are engaged in creative work, often high -intensity brain labor. At the same time, the competition between them is very fierce, and the work has a lot of pressure. The pressure of stress has a very negative consequences. In the United States, chronic fatigue syndrome is as famous as AIDS and is regarded as "the biggest enemy of human beings in the 21st century". [17]. Therefore, the problem of too much pressure on knowledge employees has increasingly attracted the attention of the management community.
Therefore, in order to alleviate the pressure of and release the pressure of knowledge employees, it is necessary to establish a good communication mechanism, including communication in the team, communication between superiors and lower levels, and gradually achieve seamless communication. Good team communication can play a role in sharing, complementary information exchanges, and enhanced team cohesion. At the same time, it is necessary to create a cooperative company culture and atmosphere, and work in cooperation and influence. If the support of colleagues is lacking, knowledge employees will feel lonely and be under tremendous pressure, so it is necessary to form a corporate culture, form a team with complementary skills, and enhance team consciousness and mutual cooperation awareness. Enterprises can also establish a stress consultation mechanism and employee physical and mental health projects. Consultation can provide advice and comfort to them under pressure to reduce their mental tension.

. The end of the end
This analyzes the problems and deficiencies of the management of knowledge employees in my country, thinking and discussing the characteristics of knowledge employees, and put forward measures and methods of how to manage knowledge employees. Focus on the issue of how to combine humanized management and scientific control. However, this topic also needs to be further deepened. For example, in the methods of managing knowledge employees, measures and mathematical methods to further quantify knowledge employees are in the future.

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