The Management Countermeasure Study Of Enterprise Knowledge-based Workers Under The Background Of Knowledge Management

With the advent of the era of knowledge economy, more and more companiesbegan to implement knowledge management, which makes the role of knowledgeworkers become increasingly prominent, they grasp the most valuable resource, andsometimes they can even determine the success or failure of enterprises. How tomanage knowledge-based workers is a subject that all enterprises need to give enoughattention. But our country’s enterprises’ attitude to management current situationabout knowledge workers in general is very backward, mainly manifested as: first, theemphasis for recruitment and training is inadequate; second, there is no clearknowledge about workers motivating factor; third, incentive measuresundifferentiated; fourth, incentive way lack of optimized combination; finally, thelack of effective performance appraisal.Because the knowledge-based workers’ physical and mental characteristics possessuniqueness, so we need to adopt a different strategy in the management of theirordinary staff. The corporate culture is a weapon, which can effectively support theenterprise about the management of knowledge workers. Through the study the paperconcludes that the corporate culture which supports the management ofknowledge-based employee as follows:Enterprises should focus on the recruitment and training before theknowledge-based employees go on duty. When recruiting, the enterprises should notlimited to one type or style and seek out able men and receive them, and absorb thebest knowledge workers into the enterprise; the values of knowledge-based workersshould be compatible with the corporate culture of the enterprise; strengthen thehuman resources information management and establish a knowledge-basedemployees talent pool. When training, the enterprises should change the concept ofthe training, establish a strict training regime; pay attention to the needs analysis andconcern individual differences; update training tools and methods and improve thetraining content; implement follow-up assessment and achieve effective training.When the knowledge-based workers in the post the enterprises should design areasonable remuneration system and career planning, establish a fair and reasonableemployment system, implement flexible management for them, and with many waysto meet the needs of knowledge workers and establish of a learning organization, thenthe enterprises can manage knowledge-based workers well. If there is conflictbetween knowledge-based workers and knowledge-based workers, or betweenknowledge-based workers and corporate, the enterprises should make a concrete analysis of a concrete problem. If the conflicts are constructive, it should be positivereinforcement; if the conflicts are disruptive, it should be negative reinforcement.Additionally, the firms retain knowledge-based workers who want to resign sincerely;see the departure of knowledge workers as a friend; communicate with the departureof knowledge-based workers and seek the opportunity that they can return to work.The role of the generation after80s knowledge-based workers in various enterprises isincreasingly important, because of their unique physical and mental characteristics,the enterprises should pay more attention to their. The generation after80s knowledgeworkers should strengthen their self-management, first, should pay attention to theinvestigation of the employer, set up reasonable paraprofessional planning; second,speed up the process of personal organization; finally, rationally plan the individualcareer development.