In today's world, with the rapid development of information technology and the acceleration of informatization, the world is facing two major trends: informatization and globalization. In the developed capitalist countries with advanced science and technology and information technology, the wave of knowledge economy has risen again, which has brought many new situations and new topics to economic management practice and traditional economic management theory. The upgrading of information infrastructure and the rapid development of information technology make the production, storage, sharing and use of knowledge more feasible and economical in technology, and the configuration and combination of various elements in economic activities will be more reasonable and effective. The competition between enterprises' economic management focuses on the compound knowledge, information and technology-knowledge talents. In the final analysis, the management of various elements in economic management is the management of high-quality talents-knowledge employees.
Several basic concepts about knowledge workers
1 knowledge workers
PeterDrucker, a famous American management scientist, put forward the concept of knowledge workers: on the one hand, knowledge workers can make full use of modern science and technology to improve work efficiency, on the other hand, knowledge workers themselves have strong knowledge learning and innovation ability. Knowledge innovation is the most important feature of knowledge workers. In addition, the work of knowledge workers is mainly a kind of thinking activity, and the renewal and development of knowledge often adapt to the changes of environmental conditions and have great flexibility. Therefore, knowledge workers are knowledgeable, creative and flexible. Frances Horibe, a well-known Canadian scholar and chief judge of the Canadian Outstanding Fund, said: "In short, knowledge workers are people who use their brains more than their hands when creating wealth. They bring added value to products through their own creativity, analysis, judgment, synthesis and design. Of course, I used my hands in the creative process, but I just entered the data into the computer by hand, instead of carrying a 50-pound sack by hand. " This paper holds that knowledge-based employees refer to employees whose wisdom creates more value than their hands.
2. Knowledge management and information management
In the era of information economy, the production and operation management of enterprises has developed into knowledge-based management, referred to as knowledge management. It uses collective wisdom to improve the ability to adapt to change and provides a new way for enterprises to enjoy explicit knowledge and tacit knowledge. Pure information management is to classify enterprise information and so on. Knowledge is not equal to information, and knowledge is the product of the combination of information and human cognitive ability. The difference between knowledge and information is the biggest difference between knowledge management and information management. Knowledge management includes the management of people and information, which embodies the "people-oriented" management. Knowledge management is beneficial to the combination of enterprise information processing ability and employee innovation ability, thus increasing enterprise's contingency ability and foresight ability. At the end of the 20th century, many enterprises in developed countries set up a new position of knowledge supervisor (CKO) between the general manager and the information department manager, and carried out an appropriate division of labor. The manager of information department is mainly responsible for the development and application of enterprise technology and information, and the knowledge supervisor is mainly engaged in enterprise innovation and training employees with innovative ability.
Second, the new development trend of knowledge-based employee management
1 Further capitalization of knowledge
In the information economy, there are many ways to realize the value of knowledge as capital. The realization of knowledge value of knowledge workers is the concrete embodiment of using knowledge to participate in management, and it has great incentive function at the same time. From the initial concept analysis, knowledge is also an asset. When knowledge is used as capital investment in business process, the transformation of knowledge capitalization has been completed. In order to give full play to the enthusiasm of knowledge workers, we should consider the ways and methods to realize their knowledge value in the management process. We can establish knowledge capitalization's incentive mechanism in enterprises or organizations. For employees with core knowledge ability, their technical value can be recognized by means of technology shares. For employees in knowledge management, they can be encouraged to work actively through the form of management shares. This is to use stock options to motivate employees. Stock option is a new incentive method different from annual salary system and employee stock ownership plan. It is not a simple incentive, but a new development of knowledge capitalization's incentive mechanism. In the era of information economy, it is even more important to recognize the value of people with capital function and give knowledge management and technology development employees the same important value as capital. Implementing knowledge capitalization incentive system for knowledge-based employees is conducive to stimulating the development of knowledge-based employees' innovative ability, especially for core technicians to focus on professional skills and enhance the core competitiveness of enterprises and organizations. In addition, the establishment of knowledge incentive system will greatly promote the rapid expansion of enterprise capital scale and the value-added and scale expansion of knowledge assets, and knowledge will be further capitalized in the information age.
2 Information communication is smoother.
The era of information economy calls for modern enterprises to establish a perfect knowledge information exchange network, so that knowledge workers can have various conditions for information exchange and knowledge contact, and improve their enthusiasm for knowledge innovation by using information. Communication network refers to the structure and form of communication channels in enterprise organizations, which is characterized by the number and distribution of communication channels and the direction of information transmission and feedback. The communication network designed according to the characteristics of knowledge workers must be conducive to giving full play to the enthusiasm of knowledge workers to participate in information communication. Generally speaking, according to the classification of one-way communication and two-way communication, enterprise communication networks mainly consider two different communication forms, namely centralized communication and decentralized communication. The choice of communication incentive network for knowledge workers mainly considers the use of communication types in decentralized state, and its specific types mainly include wind mode, circle mode, star mode, chain mode and so on. Because knowledge workers have the characteristics of urgent need for information and knowledge communication, to meet their needs in this respect, we should pay attention to identifying the characteristics of communication networks, make full use of decentralized two-way communication networks, and improve the feedback effect of knowledge information and the utilization efficiency of knowledge resources. An efficient information exchange network can adjust the mental state of knowledge workers and stimulate their enthusiasm for innovation. In fact, the development of modern information technology and the improvement of office means provide convenient conditions for people to telecommute and exchange information. People can know all the world events without leaving home. Through the Internet, employees can contact the company at home at any time, transmit information and data, and can also be used by company managers to guide and standardize employees. In this case, it can not only avoid the pain and waste of time caused by traffic jams, but also provide employees with a convenient, relaxed and "flexible" working environment. Flexible work and rest, so as to achieve the most reasonable distribution of time, which obviously meets the actual needs of knowledge workers.
3 enterprises pay more attention to training and education
The enthusiasm and enthusiasm of employees in enterprise management mainly depends on their own quality. Knowledge workers are individuals with high knowledge literacy, comprehensive quality and strong initiative in their work. From the analysis of the incentive theory of demand satisfaction, knowledge workers have urgent needs for high-level and strong requirements for self-realization in their work, and are more likely to be self-motivated. Therefore, through training, education and motivation, the quality of knowledge workers can be improved and their self-motivation ability can be enhanced. In the ways and means of cultivating educational incentives, we should pay attention to the characteristics of knowledge workers, strengthen the education of their sense of mission and improve their knowledge innovation ability. Knowledge workers' high-level demand for self-realization shows a strong sense of accomplishment and pride. In the process of training and education, we should pay attention to guiding knowledge workers to link this personal goal with the collective goal of enterprises or organizations, and correctly handle the relationship between personal goal and collective goal. Make knowledge workers establish a correct outlook on life, morality and values, and establish a sense of historical responsibility and mission to accomplish organizational goals, thus providing a good foundation for them to be brave in making progress in their work and give full play to their enthusiasm for knowledge innovation. To cultivate and stimulate the self-motivation mechanism of knowledge workers, it is important to cultivate their professional knowledge and technical ability. In order to keep the knowledge competitive factors of knowledge workers, it is necessary to form the knowledge ability training mechanism of knowledge workers in a planned, organized, purposeful and distinctive way, and enhance the learning and absorption function of knowledge workers for new knowledge and technology. According to employees' own characteristics, provide employees with opportunities to go abroad for further study, job promotion and professional and technical research, and mobilize the enthusiasm and initiative of employees to master knowledge and technical ability. In a word, the combination of internal and external factors is an important way to improve knowledge workers' ability to update their knowledge and technology and improve their own quality.
4 Manage object crossing
In the era of industrial economy, employee management has always emphasized that individual rights and responsibilities are clear, which is a linear management. With the advent of the information economy, the social division of labor is further refined, which inevitably requires further strengthening team cooperation and knowledge sharing. Therefore, in the era of information economy, in order to better adapt to the development of society and economy, the boundaries of knowledge workers are "permeable" or "semi-permeable" within enterprises, enterprises and even departments within industries, and knowledge workers are based on teams, not simple individuals. The composition of the team can be a combination of horizontal functional units or vertical personnel, which is coordinated by the manpower of other departments; The object of knowledge-based employee management even considers customers, suppliers and other talents who maintain interest relations with enterprises. Cross management can not only fully tap the potential of knowledge workers in this enterprise, but also make full use of knowledge workers in related units.
5 Simplification of management level
Simplifying the management level of knowledge workers means that in the information economy, the management level of knowledge workers decreases and the corresponding management scope increases. From the perspective of western developed countries, many multinational companies are constantly reducing middle-level managers, and this trend will further develop in the knowledge economy. This is because: firstly, due to the use of computers, especially the use of internet technology, it is becoming easier and easier to expand the scope of management; Second, the simplification of management level is beneficial for an enterprise to cope with the increasingly complex market environment. In the era of information economy, the market will change faster and faster, which requires enterprises to respond quickly. The original multi-level management system is obviously unable to cope with the rapid changes in the market. Third, in the information economy era, human capital will be further improved. From an economic point of view, in order to win in the competition, enterprises must reduce production costs and increase profits. Therefore, reducing the number of personnel and improving the quality of personnel has become an inevitable trend for enterprises to need knowledge-based employees, which is also one of the reasons for simplifying the management level of knowledge-based employees; Fourthly, the seriousness of multi-level organizational structure restricts the initiative of knowledge workers to participate in management, which forms an organizational obstacle to knowledge innovation of knowledge workers. The active exertion of knowledge creativity of knowledge workers requires that the relationship between members within the enterprise organization will be an equal partnership. The relationship between knowledge-based employees and organizations is bound to present a new form-flat organizational structure, which requires that the organizational structure of enterprises be as flat and simple as possible, leaving knowledge-based employees the greatest freedom in the organization and encouraging the enthusiasm of knowledge-based employees to innovate knowledge from the organizational structure.
6 advanced management methods
With the advent of information economy, the management of knowledge workers in enterprises is further informationized and digitized, and computer technology, especially network technology, is widely used in the management of knowledge workers. For example, MIS (Management Information System) is more and more widely used in the management of knowledge workers. According to the established principles, as long as everyone's situation is digitized and input into the database, the knowledge-based employee management information system can be used for routine decision-making and put into practice, which makes personnel management tend to be strict, eliminates most human interference factors and reduces the randomness of management. At the same time, it can provide a basis for unconventional personnel decision. The application of management information system in the management of knowledge workers is helpful to optimize and simplify the management of knowledge workers. The application of network and other technologies promotes the communication between employees (discussed earlier), and enterprises can realize remote management and deployment of knowledge-based employees through the Internet. Of course, there are other technologies, such as system model and simulation, strategic information system and so on, which can also be applied to the management of knowledge workers. The application of these technologies is conducive to the efficient, flexible and intelligent management of knowledge workers.
7 Flexible management methods
Flexibility means that enterprises can break away from convention and adopt flexible methods in order to meet various needs when implementing knowledge-based employee management. Traditional knowledge-based employee management has strict rules and regulations, and each employee has clear responsibilities to show fairness and justice. In the era of information economy, the initiative, consciousness and flexibility of enterprise employees are more needed. Therefore, the management requirements for knowledge workers are flexible. This is because the market faced by enterprises in the information economy era is more complex and unpredictable, the socialized division of labor is further increased, the cooperation requirements within and between enterprises are further strengthened, and the independence of enterprises is declining. If the knowledge workers in enterprises are managed according to unchangeable personnel rules and regulations, enterprises will inevitably close down because they cannot cope with the changing market. More intense competition also needs to face flexible management. Only in this way, in the face of the information economy era and the rapidly changing market, the deployment of knowledge workers can be timely and flexible, and enterprises can finally be in an invincible position.
8 diversification of management content
In the era of information economy, with the continuous development of science and technology, information exchange is more adequate and timely, and the content of knowledge-based employee management is also diversified: First, the employees of enterprises are diversified, and some employees come from home and abroad. There are full-time, part-time, temporary and even hourly workers; Second, the diversification of employees' working methods, especially the use of network technology. Some people can work from home or in a company. Thirdly, the compensation and incentives for employees are diversified. Employees not only pay attention to material rewards and incentives, but also pay more attention to spiritual rewards and rewards, especially to realize personal value, or enterprises may give employees greater rights and obligations in return; Fourth, employees' employment channels are diversified, and employees will not regard promotion in a certain enterprise as their only way out. Employees often choose more challenging companies and jobs that can realize their personal values, and the flow of talents will be further strengthened.
9 management trend globalization
In the era of information economy, market globalization intensifies, and more and more enterprises engage in international business. Because of the great differences in the characteristics and detailed rules of knowledge-based employee management and related laws and regulations in different countries, and because of the different cultures, customs and economic development levels in different countries, the management of knowledge-based employees must also be adjusted accordingly, which requires that the management of knowledge-based employees must face globalization. The strengthening of talent mobility also makes the management of knowledge workers show a global trend. With the increasing number of global companies, when companies decide to do business in other countries, they usually need to recruit employees from these countries and also need to select overseas personnel. These are one of the internal and external factors of the globalization of knowledge-based employee management. The globalization of knowledge-based employee management is conducive to the selection of knowledge-based employees that China does not have, and to the selection and introduction of labor from countries with lower labor costs as needed.
10 evaluation mode conversion
Traditionally, enterprises judge employees' performance through performance appraisal, and daily performance appraisal must rely on a comprehensive system to convince employees. However, since the rise of network information technology, it is difficult to judge the performance of knowledge workers fairly because there is no routine to follow. Moreover, knowledge workers have better work initiative and desire to pursue success, and daily performance appraisal has no obvious incentive effect on them. Therefore, enterprises should establish prestige through education and training, replace assessment with trust, pay attention to the final contribution of employees, not stick to the usual routine assessment, and directly link assessment with training.
In short, in the information economy era, with the continuous progress of information technology and the improvement of knowledge updating speed, how to strengthen the management of knowledge work, how to stabilize the knowledge-based staff and improve their work enthusiasm are theoretical topics that need further in-depth study.
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