Motivation Of Knowledge Workers Research Articles

Retaining knowledge workers for effective digital transformation

The purpose of this research is to examine key factors affecting knowledge worker’s retention for digital transformation. This research is motivated by recent statistics that show that more than 70% of small and medium enterprises (SMEs) have yet to undergo large-scale digital transformation due to the failure to retain knowledge workers who can collect and disseminate information effectively through the application of digital technology. Although it is widely recognized that the knowledge worker is an important asset for the digital transformation of SMEs, there is a dearth of studies that focus specifically on how to retain knowledge workers in Malaysia. This research adopts a quantitative research design. Questionnaires were distributed to 200 respondents in SMEs in central urban cities in Malaysia. Purposive sampling was used to collect data where the respondents needed to fulfill criteria such as being currently working in SMEs and their job scope being related to idea generation, information handling, digital transformation, and strategic planning. This study discovers unique findings, such as that, compared to compensation, training and development, work environment, and work-life balance; they play a more significant role in motivating knowledge workers to stay in SMEs post-COVID-19 pandemic, which can enrich the literature on knowledge worker’s retention in developing countries. Serving as one of the pioneer studies in Malaysia and Southeast Asia that focuses on examining important factors to retain knowledge workers in SMEs post-COVID-19 pandemic, this finding benefits SME practitioners and policymakers in devising effective strategies to retain knowledge workers for effective digital transformation.

Identifying and Ranking Processes Influencing Career Path of Knowledge Employees

Experts believe that the essentials for the effective use of knowledge employees and their retention in an organization are to develop the necessary motivators for knowledge workers in different domains. In the meantime, the transparency and vividness rate of career paths are among the most significant extrinsic motivators that play an undeniable role in enhancing the motivation of knowledge workers. Hence, this study identified the processes that influenced the career path management of knowledge workers and ranked them based on a descriptive–exploratory inquiry. The statistical population of this study included qualitative and quantitative phases. The statistical population of the qualitative phase consisted of university experts, as well as pundits in human resources management, and knowledge employees in the Tehran Municipality shaped the population of the quantitative phase. The data were collected through library and field studies (semi-structured interviews with experts and a 7-point Likert questionnaire). The content analysis method was employed for the qualitative analysis of the data, and the multiple criteria decision-making (MCDM) approach with the grey numbers theory was used for the quantitative analysis of the data. Overall, the qualitative phase gave rise to five influencing factors in the career path management of knowledge employees. Likewise, the findings of the quantitative phase revealed that the empowering processes, with a utility coefficient of 0.271, enjoyed the highest priority and the structural process, with a utility coefficient of 0.125, had the least priority among the processes influencing the career path management of knowledge workers.

The Relationship Between K-Workers' Leader-Member Exchange, Organizational Citizenship Behavior and Task Performance-Evidence From Chinese Hospitals.

Aiming to reduce the difficulty of managing and motivating knowledge workers (k-workers), and promote the psychological well-being of them in Chinese hospitals, this study examines how k-workers’ leader–member exchange (LMX) influences their task performance and the mediation effect of organizational citizenship behavior (OCB). Through a self-administered survey, valid questionnaires were collected from 384 k-workers in Chinese hospitals, and partial least squares structural equation modeling was employed for data analysis. The findings show that LMX is positively related to OCB and task performance, and that OCB mediates the relationship between LMX and task performance. This research has theoretical implications and also provides practical suggestions on how to manage, motivate, and inspire k-workers, and promote the psychological well-being of them, and finally enhance the organizational performance in Chinese hospitals.

Promoting knowledge workers’ task performance: A social exchange perspective

In this study we aimed to promote Chinese public sector development and reduce the difficulty of management and motivation of knowledge workers (k-workers) in the public sector. We investigated if servant leadership influences leader–member exchange (LMX) and if k- workers’ LMX influences their task performance, as well as examining the mediating role of organizational citizenship behavior (OCB). We collected questionnaires from 383 k-workers in 10 Chinese public sectors via a self-administered survey, and used partial least squares structural equation modeling for data analysis. Results show that servant leadership had a positive relationship with LMX, LMX was positively related to OCB and task performance, and OCB had a mediating effect in the LMX–task performance relationship. Our results have theoretical implications, and our practical suggestions for managing, motivating, and inspiring k-workers will help promote the organizational performance of the Chinese public sector.

The Effect Mechanism of the Relationship Between Leaders and Subordinates on the Work Engagement of Knowledge Workers

In recent years, knowledge workers have become the core of organizational competitiveness in the era of knowledge economy, and also the management of knowledge workers has become the hot spot and focus of human resource management departments. In order to explore the influence factors of work Engagement and the internal mechanism among knowledge workers, 500 knowledge workers were investigated by leadership-member exchange scale, psychological security scale and work Engagement scale respectively, and 448 valid questionnaire was collected. The correlation analysis results showed that the LMX was significantly positively correlated with psychological security (r=0.61, p<0.01) and work engagement (r=0.57, p<0.01), also the correlation between psychological security and work engagement was significant (r=0.45, p<0.01). Hierarchical regression analysis results showed that the LMX had a significant positive effect on the Work Engagement of knowledge Workers (=0.56, p<0.001), and the psychological security played a partly mediation effect role between the LMX and Work Engagement, and its size was 0.11. That is to say, the relationship between leaders and subordinates could not only affect the work engagement directly, but also could improve the work engagement through the psychological security of knowledge workers. The conclusion has also given some advice to the management and motivation of knowledge workers. To improve the work engagement of knowledge workers, we can start from building a good relationship between superiors and subordinates, improving the quality of communication between superiors and subordinates, and improving the psychological security of knowledge workers.

Kultura saradnje među radnicima znanja - studija IT sektora u Poljskoj

The knowledge workers who form the core of the crew of a modern organization have emerged. They have a unique position in an enterprise, which complicates the incentive system building process and managers' formal impact on their activities. With a "deep-smarts" status, they adopt the attitudes that restrain or even intentionally hide knowledge flow. Providing support to organizational culture is crucial for motivating knowledge workers to contribute to an organization with their knowledge. This research paper is mainly aimed at identifying knowledge workers' preferences for organizational culture. The paper focuses on indicating the directions of the development of Polish IT companies' organizational culture in line with the attitudes of the professionals aiming to stimulate their involvement in the implementation of specific knowledge diffusion sub-processes. The paper is based upon the empirical research conducted on a sample of 105 IT sector knowledge workers in Poland in 2020.

Motivation of Knowledge Workers – the Case of Albania

Abstract Background and Purpose: Very little is known about motivation of knowledge workers in the Western Balkans. There is a widespread belief that money and career opportunities are the most critical motivational factors, but from a pre-study more intrinsic motivational factors also appeared to be important. To develop a better understanding of work motivation, a study was conducted among knowledge workers in Albania, with a special interest in the themes of extrinsic / extrinsic motivation and organizational commitment. Methodology: After a pre-study and a review of theory, two motivation theories (self-determination theory and organizational commitment) and corresponding instruments (Work Extrinsic and Intrinsic Motivation Scale, respectively Organizational Commitment Questionnaire) were selected. A survey based on purposive homogeneous sampling was applied, resulting in 252 valid questionnaires. The internal consistency of the survey data was tested and resulted in acceptable to good levels. Results: The findings show that, when knowledge workers are asked about their motivation, they give answers showing that intrinsic motivational factors are more important than extrinsic motivational factors. The study shows that affective commitment - the core factor of organizational commitment - of the respondents is quite high. Correlation analysis of the data shows that across age, gender and number of years of employment, knowledge workers report intrinsic and introjected motivation and affective organizational commitment. Respondents’ work positions – professional or leadership – also do not significantly correlate with motivation and organizational commitment. Conclusion: Given the results on motivational factors and organizational commitment, organizations need to pay attention to the relationship between enhanced motivation and enhanced productivity. Current transactional leadership styles do stimulate employees on the basis of their intrinsic motivation to enhance their productivity, and should be considered too.

Organizational culture and knowledge sharing: design of incentives and business processes

PurposeThe purpose of this paper is to present and study an analytical model of knowledge management (KM) in which employees’ fit with a firm’s organizational culture improves with their sharing and learning of the firm’s common organizational practices.Design/methodology/approachIncentive rewards motivate knowledge workers to share their knowledge and contribute to a firm’s central knowledge base. The authors develop a model in which the firm’s cultural fit changes with the sequence of KM-based business processes including sharing, learning, evaluation, and production, and then analytically investigate the design of knowledge sharing rewards as well as the business process sequence to shape a firm’s organizational cultural fit and maximize its profit.FindingsThe best sequence of KM processes is solved in the following order: (Announcement), (Evaluation), (Sharing), (Learning), and (Production). The sharing reward for knowledge workers is analytically derived accordingly, which increases with the level of KM systems and decreases with the probability of a worker staying in the firm, the probability of a culturally unfit worker being identified by the firm, and the probability of a worker being culturally fit on the labor market. The optimal volume of knowledge base is also investigated with respect to these factors.Originality/valueApplying a novel analytical approach, the authors model and study KM processes and their relationships with organizational culture and incentives. The research provides valuable insights for managers to implement KM practices.

A new TRIZ-based patent knowledge management system for construction technology innovation

PurposeThe quantity of construction technology innovations in patent database grows at a high speed. More challenging technical problems require knowledge workers to make full use of the huge existing technology innovation knowledge base to propose new innovative solutions. Hence, it is critical to deliver the right knowledge to the right people at the right time. To improve innovation efficiency and effectiveness, this research explores the development of a new patent knowledge management system to satisfy the increasing demand of construction innovations.Design/methodology/approachTRIZ-based patent knowledge management system (TPKMS) development involves the integration of construction patent knowledge management, theory of inventive problem-solving (TRIZ) theory, database techniques and computer programing technology. The contradiction matrix in TRIZ theory serves as the patent knowledge extraction framework, while SQL Server 2000 database management system is employed to manage the extracted patent knowledge, TRIZ and user account information. Visual C++ 6.0 is adopted as the development tool.FindingsThe developed system to manage construction patent knowledge integrates TRIZ with the database design, enabling the system users to be more problem-focused, systematic and efficient. The system provides a heuristic environment to help improve the innovation effectiveness by motivating knowledge workers’ innovative thinking. Further development of the system is proposed in the context of the age of big data.Originality/valueA new TRIZ-based patent knowledge management system for construction technology innovation was developed.

Influence of reward preferences in attracting, retaining, and motivating knowledge workers in South African information technology companies

Purpose: The world of work is evolving and the nature of relationships between knowledge workers and their employers has changed distinctly, leading to a change in the type of rewards they prefer. The nature of these preferences in the South African, industry-specific context is poorly understood. The purpose of this study was to deepen understanding of the reward preferences of Information technology (IT) knowledge workers in South Africa, specifically as these relate to the attraction, retention and motivation of knowledge workers.Design: The research design included a quantitative, empirical and descriptive study of reward preferences, measured with a self-administered survey and analysed using non-parametric tests for variance between dependent and independent groups and non-parametric analysis of variance.Findings: This study found that there are specific reward preferences in knowledge workers in the IT sector in South Africa and that these preferences apply differently when related to the attraction, retention and motivation of employees. It identified the most important reward components in the competition for knowledge workers and also demonstrated that demographic characteristics play a statistically significant role in determining reward preferences.Practical implications: The study’s findings show that a holistic approach to total rewards is required, failing which, companies will find themselves facing increased turnover and jobhopping. Importantly, the study also highlights that different rewards need to form part of knowledge workers’ relationship with their employer in three different scenarios: attraction, retention and motivation.

Strategic incentives to human capital

Motivating human capital in knowledge-intensive activities is a serious managerial challenge because it is difficult to link rewards to actions or performance. Firms instead might motivate knowledge workers by offering them opportunities to increase personal benefits (e.g., learning, satisfaction) through autonomy in the decision-making process. Our model shows that firms can offer less autonomy in projects closer to their core business: Because firm specialization raises the value of the project's outcomes, it also increases the benefits for knowledge workers, who derive motivation even though they make fewer decisions to support their realization of personal goals. Projects farther from the core offer weaker firm contributions, so firms can motivate knowledge workers by allowing them to benefit from greater autonomy. We discuss several implications of our analysis. Copyright © 2013 John Wiley & Sons, Ltd.

Motivating &amp; Managing Knowledge Workers: Evidences from Diverse Industries &amp; Cultures

This paper reviews existing literature on motivation and knowledge work, and empirical studies in different environments and industries on knowledge work and worker. It also surveys 150 Nigerian knowledge workers with diverse characteristics. It holds that the optimal strategies for managing and motivating knowledge workers are job redesign to increase the intrinsic motivational value of the jobs; competitive financial rewards, empowerment and flexibility, equity, fairness, respect and regard; a conducive environment that would enable them to bloom and exercise their intellect unhindered, including making mistakes and learning from it in a connected organisation; leadership practices that are responsive to their peculiarities; a leader that is a coach, mentor and enabler and who should be able to convincingly explain why a knowledge worker should agree to be managed by him, and an organizational structure that is devoid of undue bureaucracy and protocols and frees them for optimal performance.

Creating Organisational Culture for Knowledge Management

Increasingly, ability of an organization to compete in the global village gets defined by its ability to manage its knowledge and knowledge workers. It is most apparent in knowledge-intensive industries such as software, biotechnology, consultancy and Pharmaceuticals However, knowledge management has become an important issue in all types of organisations and industries. It is being said that only those organisations that are able to create a culture for knowledge management will survive and grow It is in this context that this study was designed to examine and understand some of the problems being experienced in implementing knowledge management systems in Indian organisations. Further, the study also focussed on identifying what needs to be done to manage and institutionalize knowledge management processes and to create organisational culture for managing and motivating knowledge workers. In the first part of the paper we start with the discussion about context of knowledge organisations and how knowledge facilitates improving performance of traditional as well as knowledge organisations. The paper examines some barriers to knowledge management as experienced in a few Indian organisations that have implemented knowledge management systems. In the second part of the paper, we discuss organisational systems and processes, which can facilitate knowledge generation and knowledge sharing processes. In the last part of the paper, we discuss unique characteristics of knowledge workers and their concept-of-self Further, we examine how to attract, retain and motivate superior knowledge workers, involve them in defining knowledge needs and facilitate teamwork and cross-functional involvement in knowledge management projects and processes.

Motivations for Social Computing

Organizations trying to leverage the social computing phenomenon in their enterprises must motivate knowledge workers to contribute and share knowledge. A new framework for designing interfaces helps determine which features will motivate users to contribute.

How To Motivate Knowledge Workers To Impact The Bottom Line

&lt;p style="text-align: justify; margin: 0in 0.5in 0pt;"&gt;&lt;span style="font-size: 10pt; mso-bidi-font-size: 9.0pt; mso-bidi-font-style: italic;"&gt;&lt;span style="font-family: Times New Roman;"&gt;Budget reductions, less volunteerism, increased needs for services, new governmental regulations, and downsizing have left non-profit organizations struggling to meet goals and objectives with fewer resources.&lt;span style="mso-spacerun: yes;"&gt;&amp;nbsp; &lt;/span&gt;One way non-profit organizations can increase effectiveness is to tap into their own &lt;span style="mso-bidi-font-weight: bold;"&gt;intellectual resources&lt;/span&gt; and implement an employee suggestion/involvement program. The labor force has emerged from a &amp;lsquo;hired hands&amp;rsquo; concept to one of knowledge workers. It is estimated that approximately 35% of suggestions submitted by employees save time, money or identify strategies and/or processes for increased effectiveness (&amp;ldquo;Promote Your Employee Involvement Program&amp;rdquo;, 2003). Every workforce has creativity and experience within its ranks and if leaders properly tap their employee talent pool, there is potential to increase productivity.&lt;span style="mso-spacerun: yes;"&gt;&amp;nbsp; &lt;/span&gt;Many organizations have downsized and re-engineered to the point that the next evolution of productivity gains will emerge from an organization&amp;rsquo;s own pool of knowledge workers.&lt;span style="mso-spacerun: yes;"&gt;&amp;nbsp; &lt;/span&gt;This article provides examples from various organizations that have benefited from using employee suggestions, provides 15 strategies to build an effective program, and offers ideas to increase employee participation.&lt;/span&gt;&lt;/span&gt;&lt;/p&gt;

Literature review: a representation of how future knowledge worker is shaping the twenty‐first century workplace

PurposeThe purpose of this paper is to share findings from a literature review conducted during ongoing scholarly research on the characteristics of knowledge workers. This paper aims to place knowledge workers in the context of twenty‐first century organizations by providing a historical background on the emergence of knowledge work.Design/methodology/approachThe literature presented in this review is drawn from Google and Google Scholar searches along with the following EBSCO databases: Academic Search Premier, Business Source Premier, MasterFILE Premier, MasterFILE Select, Communication &amp; Mass Media Complete, Psychology and Behavioral Sciences Collection, PsycARTICLES, and PsycINFO.FindingsMuch of the literature review for this project comes from the management field. A predominant theme is that capitalizing on the talents of knowledge workers entails creating a culture with a specific set of characteristics chosen to create an environment in which knowledge workers flourish. A common perception is that the effective management of knowledge workers is hindered by the lack of a cohesive definition. The literature review suggests that a set of characteristics exists specific to knowledge workers.Social implicationsThe paper posits an increased awareness of twenty‐first century workforce characteristics that need to be taken into consideration as soon as possible by private, public or academic enterprises.Originality/valueWhile there is no dispute about the exponential growth of knowledge workers and their critical impact on business, the number of knowledge workers is difficult to gauge due to the lack of a precise definition. Moreover, this workforce is difficult to manage until it is well understood and defined. There is no model to encompass the full spectrum of characteristics that define knowledge workers. A proposed taxonomy of the characteristics of knowledge workers can serve as a springboard for more intensive research into the application of management practices uniquely suited to motivating knowledge workers to superior performance.

Cultural differences in motivating global knowledge workers

Purpose – The purpose of this paper is to present and discuss the findings of research into the different means of motivating knowledge workers to participate in and contribute to knowledge exchange and creation.Design/methodology/approach – A survey was conducted among more than a quarter of the 2,500+ strong lawyer multinational law firm with 25+ offices in 15+ countries and analysed to provide insight into the differences on motivation and value perception across the cultural dividing lines. The results were analysed at regional level as well as organisational/generation level and analysed by statistical means and descriptive statistics. The key outcomes were analysed against literature to provide an in‐depth understanding on how to foster knowledge sharing.Findings – Respondents showed distinct reactions towards the means to motivate them to share knowledge. Career prospects, authority, provision of charge codes, recognition among peers or one‐time incentives have a very diverse impact around the worl...

Age-Related Differences in the Motivation of Knowledge Workers

:With the impending retirement of the Baby Boom Generation, retention of older knowledge workers, defined as engineers, scientists, and information technologists, has become important to engineering managers. Traditional theories of worker motivation have not adequately addressed the impact of worker age on factors that affect worker motivation. The study outlined in this article gathered data regarding the satisfaction and importance of motivational factors to determine if there are differences in their impact on older and younger knowledge workers.

How HR professionals drive TQM: a case study in an Indian organization

PurposeThe main objectives of the present research were to: look at the strategic role‐played by the HR professionals at various stages of TQM implementation; identify precisely how do they operate as internal consultants; study the interface between HRD and other departments to support TQM; and uncover various human resources challenges associated with TQM implementation in the sample organization.Design/methodology/approachData were collected both from the primary and secondary sources. The secondary data had been retrieved from the sources like the files, records, and documents, Annual Reports of the Company. Nevertheless, the analysis made is primarily based upon findings of the structured interview held with the senior executives of the HRD and Personnel Department, TQM‐ISO Cell, and other Supporting Departments, and trade unionist leaders.FindingsThe study finds out that the HR professionals helped out the top management in aligning HR and quality policies; formulating quality friendly policies, systems and procedures; crafting and communicating the TQM mission and vision; generating quality awareness among employees; get organized the organization as well as employees for TQM implementation; developing managerial support to quality action plans (QAPs); organizing quality workshops and TQM training programs; and shifting the conventional mind‐set of employees, etc. in the sample organization. They act as internal consultants to other departments in quality matters. Implementation of TQM in the company has engendered a number of HR challenges for instance, motivating knowledge workers, mobilizing key managerial personnel, obtaining employees satisfaction, overcoming communication barriers, resolving problems associated with PSU trappings and vastness of the organization, etc.Research limitations/implicationsThe study on its face appears to be limited as it is carried out in a single Indian organization, i.e. Rashtriya Ispat Nigam Limited/Vishakhapatnam Steel Plant. Thus, its findings cannot be generalized.Practical implicationsThe study prescribes certain HR strategies to strengthen the TQM‐HRM bondage in the company.Originality/valueThe findings are very useful from the standpoint of HR professionals.

Motivating knowledge workers to innovate: a model integrating motivation dynamics and antecedents

Grounding in the premise that motivation in a knowledge work environment is an outcome of the existence of certain antecedents that are responsive to the dynamics of motivation in this environment, this work develops a conceptual model synthesizing motivations “what” and “how” that will bring human creativity in organizations which thrive on innovation. The presented model embodies these dynamics into five drivers of motivation practice in the knowledge work environment and then leads to three sources of motivation into which its antecedents should be loaded to motivate knowledge employees for innovation.