Hrm Practices in Knowledge Workers
2nd Special Focus Symposium on ICESKS:
Information, Communication and Economic Sciences in the Knowledge Society
Zadar, November 13th to 14th, 2008
HRM practices in managing knowledge workers
Ing. Martin Šikýř, Department of Personnel Management, Faculty of Business Administration, University of Economics, Prague, Winston Churchill Sg. 4, 130 67 Prague 3, Czech Republic,sikyrm@vse.cz
Prof.dr.sc. Damir Boras, Faculty of Philosophy, University of Zagreb, Croatia
Ljubica Bakić-Tomić, Ph.D. Faculty for Teachers, University of Zagreb, Croatia, lj.bakic-tomic@ufzg.hr
Abstract What resources are the most important for an organization? That is knowledge and its owners so-called knowledge workers. If an organization wants to be successful, i.e. prosperous, competitive and flexible, its managers must find out an efficient and effective way to manage knowledge workers whose knowledge helps the organization to achieve expected objectives. Knowledge workers may be managed successfully through common and proven Human Resource Management (HRM) practices in job design, recruitment, selection and orientation, performance management, compensation, training and development. These and others HRM practices help the organization and its managers to create conditions for efficient and effective management of workers and their knowledge, including voluntary and mutual creation, sharing and use of knowledge in the organization. The aim of this paper is to apply the theory and practice of Human Resource Management to the theory and practice of Knowledge Management and propose a possible way of using HRM practices in managing knowledge workers and their knowledge in the organization. The paper is written on the basis of available literature and authors’ opinions and experience.
Key words: Human Resource Management practices, Knowledge Management, knowledge workers.
1. What is knowledge?
What is knowledge? The answer to this question is not so simple and unambiguous.
Information, Communication and Economic Sciences in the Knowledge Society
Zadar, November 13th to 14th, 2008
HRM practices in managing knowledge workers
Ing. Martin Šikýř, Department of Personnel Management, Faculty of Business Administration, University of Economics, Prague, Winston Churchill Sg. 4, 130 67 Prague 3, Czech Republic,sikyrm@vse.cz
Prof.dr.sc. Damir Boras, Faculty of Philosophy, University of Zagreb, Croatia
Ljubica Bakić-Tomić, Ph.D. Faculty for Teachers, University of Zagreb, Croatia, lj.bakic-tomic@ufzg.hr
Abstract What resources are the most important for an organization? That is knowledge and its owners so-called knowledge workers. If an organization wants to be successful, i.e. prosperous, competitive and flexible, its managers must find out an efficient and effective way to manage knowledge workers whose knowledge helps the organization to achieve expected objectives. Knowledge workers may be managed successfully through common and proven Human Resource Management (HRM) practices in job design, recruitment, selection and orientation, performance management, compensation, training and development. These and others HRM practices help the organization and its managers to create conditions for efficient and effective management of workers and their knowledge, including voluntary and mutual creation, sharing and use of knowledge in the organization. The aim of this paper is to apply the theory and practice of Human Resource Management to the theory and practice of Knowledge Management and propose a possible way of using HRM practices in managing knowledge workers and their knowledge in the organization. The paper is written on the basis of available literature and authors’ opinions and experience.
Key words: Human Resource Management practices, Knowledge Management, knowledge workers.
1. What is knowledge?
What is knowledge? The answer to this question is not so simple and unambiguous.
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