Developing a More Relevant and Competitive approach for Valuing Knowledge Work

Heneman, Robert L.; LeBlanc, Peter V.

doi:10.1177/0886368702034004007

Cited by 35 publications

(5 citation statements)

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“…Managing individuals who perform complex work assignments is another aspect of the social context of knowledge work. Numerous authors have maintained that managing knowledge workers, and measuring the outcomes they produce, logically differs from traditional work (Heneman & LeBlanc, 2002). From the early discussions about knowledge work, Drucker (1957), among others, maintained that knowledge work suggests that individuals should have greater autonomy and freedom in their actions.…”

Section: Understanding Knowledge Workmentioning

confidence: 99%

Knowledge Work and Human Resource Development

Jacobs

2017

Human Resource Development Review

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There is increasing awareness that most work is changing, and the predominant trend is toward greater complexity, becoming known as knowledge work. Two fundamental questions remain essentially unresolved about knowledge work, which have importance to the human resource development field. First, what are the characteristics of knowledge work that make it unique from other work behaviors? Second, how should organizations develop employees to perform knowledge work? To address these questions, this article has the following goals. First, the article reviews the definitions of knowledge work and discusses four key points that provide a better understanding of the topic. Second, the article proposes a definition of knowledge work using the term knowledge-based tasks to describe instances of knowledge work. Third, the article presents an employee development system that helps individuals learn to perform knowledge-based tasks. The article concludes with a brief discussion about knowledge work and the challenges and opportunities it presents to the human resource development field. Keywords knowledge work, human resource development theory, work analysis, changes in jobs This article focuses on knowledge work and its relevance to human resource development (HRD). With few exceptions, there has been limited discussion about the relationship between these two topics (e.g., Elkjaer, 2000). Nevertheless, there is increasing awareness that most work is now undergoing change, and the predominant trend of the change is toward greater complexity, which has become known in a collective sense as

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Section: Understanding Knowledge Workmentioning

confidence: 99%

Knowledge Work and Human Resource Development

Jacobs

2017

Human Resource Development Review

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“…In addition, Balkin and Gomez-Mejia pointed out that human capital pricing results can provide employees with relevant information about personal performance and development, employees' contribution to organizational goals, etc, and can also provide standards for the compensation definition of enterprises [9]. The traditional design process and method of remuneration system often lead to rigidity of remuneration system, insufficient incentive and low morale of employees [10].…”

Section: Introductionmentioning

confidence: 99%

Research on the Relationship Between Remuneration Incentive System and Employee Performance

Hu¹

2021

Advances in Economics, Business and Management Research

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With development and reform of enterprises, the remuneration system has become the core issue of human resource management and development, and is also an important means to scramble for talents among enterprises. This article takes the Haidilao enterprise as an example, through official website information, the staff handbook and the related news report as the data collection source, uses the equity theory as a tool, explores the pay incentive system and staff performance intrinsic relations. This paper divides equity theory into subjective equity and objective equity, and suggests that enterprises should shape subjective equity and objective inequity when constructing remuneration structure, and give consideration to equity and efficiency.

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“…Several authors have emphasized the importance of KWrs' value in the development of efficient compensation and rewarding systems (MacLean, 2007;Blickenstaff, 2012;Mulhern, 2007;Heneman and LeBlanc, 2002;Ahn and Chang, 2004). Traditionally, the market value of a particular job sets the rate for which an individual is compensated.…”

Section: Introductionmentioning

confidence: 99%

“…This, overlooks the value of the specific and unique set of skills and competencies that an individual brings to that endeavor (MacLean, 2007). The compensation system fails when a bland, homogenized model is implemented, and it is necessary to consider that different KWrs have the potential for different impacts (Heneman and LeBlanc, 2002). In addition, employee value is closely linked to retention.…”

Section: Introductionmentioning

confidence: 99%

A value-based framework for the assessment of knowledge workers

Arsalan

Dahooei

Shojai

2014

VINE

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Purpose -The purpose of this paper is to propose a new framework to assess the value of a knowledge worker (KWr) in his/her organization. Design/methodology/approach -The proposed framework determines the value of each KWr based on his/her contribution to organizational value-added. The framework includes two steps: the contribution of each work process to the total organizational value-added is determined using Knowledge Value Added method; and the value of each KWr is obtained based on the contribution of his/her operational knowledge to the value-added of the processes. Findings -This article elaborates on how KWrs' contribution to organizational value-added can be used to assess them. A new framework is designed to serve this purpose. A case study was also carried out in a marketing department of a detergent manufacturing company to test the practical usability of the framework. The statistical analysis of the results confirms the validity of the framework. Practical implications -The results of this research can be discussed in terms of two main issues. First, this study highlights the imperative role of KWrs in achieving success for organizations in today's knowledge-based economy. This research urges managers of organizations to fully recognize and measure the importance and value of KWrs and recommends that the mechanisms of human resource management (such as compensation and rewarding systems, hiring process and training and development) can be modified with respect to this value measurement. Second, an applicable framework with specific and clearly defined steps is introduced in this paper, which can be used by organizations to determine the value of KWrs based on their contribution to organizational value-added. The proposed framework has two important characteristics which previous models and frameworks failed to deliver: this new framework contains detailed items and procedures that could be easily obtained and fully understood by practitioners and researchers; and the proposed framework provides the ability to compare all types of KWrs. The results obtained by implementation of this framework give insight into the appropriate managerial approaches to reach personal and organizational goals simultaneously. Originality/value -Due to the differences between knowledge work (KW) and manual work, the management of KWrs requires its own methods and techniques. In this article, a brand new framework for KWrs' value assessment is developed based on the characteristics of KW.

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Developing a More Relevant and Competitive approach for Valuing Knowledge Work

Cited by 35 publications

References 0 publications

Knowledge Work and Human Resource Development

Knowledge Work and Human Resource Development

Research on the Relationship Between Remuneration Incentive System and Employee Performance

A value-based framework for the assessment of knowledge workers

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