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A design option for optimising knowledge worker expertise

  • Authors: Ramsey, Mark Allan
  • Date: 2010-11-09T06:34:37Z
  • Subjects: Knowledge workers , Knowledge management , Organizational effectiveness , Leadership
  • Type: Thesis
  • Identifier: uj:6962 , http://hdl.handle.net/10210/3470
  • Description: D.Phil. , The success of an organisation depends on the mental capability of a comparatively small number of highly proficient knowledge workers who innovate and clarify the business processes others must act on (Zemke, 2004). Many organisations utilise knowledge worker expertise to create a competitive advantage, but this expertise is not incorporated into the business processes and routine operations of the organisation. Organisational design does not create the conditions under which an organisation can optimise knowledge worker expertise (Grant, 1996). As a consequence, when the knowledge worker leaves the organisation, the knowledge created is lost and the competitive advantage is not sustainable. One of the foremost objectives of an organisation must be to optimise knowledge worker expertise to produce new products, services or ways of working for sustaining competitive advantage (Gold, Malhotra & Segards, 2001). Organisational design continues to be seen as the process of assembling and fine-tuning an organisation’s structure to achieve its goal. Much has been written about knowledge, knowledge management, the knowledge-based organisation and the knowledge worker. However, current organisational design methodologies do not place emphasis on the optimisation of knowledge worker expertise (Grant, 1996). For knowledge workers to contribute sufficiently to the production of new products, services or ways of working, consideration must be given to their motivation. Despite all our achievements in technology and product improvements, knowledge workers are not thriving in the organisations they work for because organisations are not clear about where knowledge workers fit and how their contribution is valued. Covey (2004) asserts that managers are still applying the Industrial Age control model to knowledge workers. For an organisation to succeed in the new economy, knowledge workers must be intrinsically motivated so that they can reach new heights of fulfilment (Covey, 2004).
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A qualitative portrayal of the experience of women in senior management positions in a knowledge organisation

  • Authors: Venter, Cornelia Maria
  • Date: 2012-06-05
  • Subjects: Women executives , Knowledge workers , Sex discrimination against women
  • Type: Thesis
  • Identifier: uj:2398 , http://hdl.handle.net/10210/4851
  • Description: D.Phil. , The world of work of women has elicited much research locally and abroad. Underpinning the research is the societal norm that men are breadwinners and women are homemakers, which poses a dilemma in terms of gender roles in the professional and domestic life of women. Hence the aim of the research was to develop a substantive theory to explore and foreground how women in senior management positions in a knowledge organisation in the telecommunication domain experience their professional and domestic realities against the background of the materialisation of this societal norm. The study was done in the qualitative paradigm, guided by a modernist interpretive theoretical framework. Casing was employed as research design. Six women at senior management level were selected by means of purposive sampling (with the assistance of a gatekeeper). One-on-one semi-structured interviews and field notes were used as data collection methods. Grounded theory (as proposed by Strauss and Corbin) was used to analyse the data. Open coding was done with the aid of the ATLAS.ti computer software programme, whereas axial coding and selective coding were done manually.
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Attractiveness of non-financial rewards for prospective knowledge workers : an experimental investigation

  • Authors: Schlechter, Anton , Thompson, Nicola Claire , Bussin, Mark
  • Date: 2015
  • Subjects: Non-financial rewards , Knowledge workers , Job attraction
  • Type: Article
  • Identifier: uj:5517 , http://hdl.handle.net/10210/13790
  • Description: Purpose – The purpose of this paper is to investigate if the presence of non-financial rewards (specifically work-life balance, learning, and career advancement) were able to influence the perceived attractiveness of a job offering. A secondary objective was to establish if there were demographic differences, specifically, gender, race, and age differences in the manner in which these non-financial rewards influenced the perceived attractiveness of a job offer. Design/methodology/approach – A quantitative research approach was followed and a 23 full-factorial experimental design utilised. Data were collected with two questionnaires via convenience (non-probability) sampling. The first job attraction questionnaire assessed the perceived level of attractiveness to one of eight randomly assigned experimental conditions (stimuli) that were expressed as eight fictitious job advertisements. Employees who responded were from various industries (n=180). The data collected were analysed using descriptive statistics and a full-factorial ANOVA. A second questionnaire was used to assess the perceived attractiveness of various elements of a typical total rewards package. The validity and reliability of the second questionnaire was assessed using Exploratory Factor Analysis utilising the Principal Axis Factoring extraction method, employing a Direct Oblimin (i.e. Oblique) rotation, and calculating Cronbach α coefficients, respectively. Descriptive statistics were calculated for the composite factors or reward elements. Findings – The non-financial reward elements (work-life balance, learning, and career advancement) were found to have statistically significant main effects on employees’ perceived attractiveness of a job offering. Gender was further found to also have a significant main effect, indicating that the presence of non-financial rewards was more attractive in job offerings for women than for men. Research limitations/implications – The sample group was obtained by means of convenience sampling and may not have been adequately representative of the target population. Practical implications – Organisations may benefit from these results by implementing and/or emphasising non-financial rewards as part of a total rewards package when they attempt to attract or recruit potential employees. Organisations that seek to attract a higher number of female employees may benefit from the results by incorporating or further emphasising non-financial rewards as part of a targeted job offer. Originality/value – Substantial research exists that has identified reward elements that are effective in attraction strategies, but the authors are unaware of any literature where use was made of an experimental design to empirically show that non-financial rewards effect/influence perceived job attractiveness. The current study succeeded in identifying that the presence of non-financial rewards, as part of a job advertisement led to significantly higher levels of job attractiveness in prospective employees. Also, that there are gender differences in the extent to which the presence of non-financial rewards effect perceived attractiveness of a job offer.
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Career development of knowledge workers

  • Authors: Van Staden, Roelof Johannes
  • Date: 2014-04-02
  • Subjects: Knowledge workers , Career development
  • Type: Thesis
  • Identifier: uj:4595 , http://hdl.handle.net/10210/9940
  • Description: M.Com. (Business Management) , The knowledge economy developed out of the need for more complex products and services. The workers who are able to create such complex products and services are called knowledge workers. The term knowledge worker refers to the fact that the worker needs to be able to deal with large amounts of information, analyse and then generate knowledge out of this vast wealth of data and then be able to use this knowledge to create the necessary products and services to provide a competitive advantage for the organisation. Organisations have also become more streamlined, getting rid of hierarchical layers of managers in an effort to become agile, more responsive to market demands. As a result, traditional careers that were hierarchical in nature were abandoned. Organisations now rely on each individual to take responsibility for their own career development. The issues and factors associated with such a boundaryless career system needs to be investigated to ensure that the career needs of knowledge workers are understood if they are to contribute to the sustainable competitive advantage of their organisations. The demand for knowledge workers are on the increase, yet little is known with regards to their career perceptions and attitudes. This research study focused on exploring the issues and factors affecting the career development of knowledge workers. The reliance on knowledge workers creates interesting problems for organisations as management is no longer the only career option available. Specialisation and dual career ladders are required to ensure that the knowledge residing in the minds of knowledge workers are not lost. The first part of the research focused on a qualitative approach, focusing on a literature review of knowledge, knowledge workers and lastly, the career development of knowledge workers. A questionnaire was developed based on issues and factors that the literature review uncovered. The survey was administered in the form of an online Internet survey...
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Effective knowledge sharing tools for knowledge workers

  • Authors: Prinsloo, Zachda
  • Date: 2017
  • Subjects: Knowledge workers , Knowledge management
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/283679 , uj:30605
  • Description: M.Com. (Business Management) , Abstract: This study investigated the use and perceived value of Knowledge Sharing (KS) tools among Knowledge Workers (KWs). KWs are a distinct category of specialist workers that are well educated and highly qualified in manipulating data, information and knowledge. Organisations often make significant investments in KS tools for KWs but know little about how and why KWs use them and how these tools improve their productivity. This said, KW’s have both motivators and barriers to KS and it is important to understand as only when the individual KWs knowledge is shared, can the organisation leverage the collective knowledge for competitive advantage. As such, the objectives of this study was threefold, firstly to analyse which tools KWs use to share knowledge, secondly to identify motivators and barriers to KS among KWs and lastly to recommend improvements in the effective usage of KS tools. The selected research philosophy for this study is pragmatism and focuses on practical applied research and the integration of different perspectives to assist with the interpretation of the data. A mixed method exploratory sequential design, using both qualitative and quantitative data and methods, was used for the study. KWs were divided on the type of KS tool they preferred to use, with some preferring face-to-face meetings and others preferring ICT tools including email, SharePoint and shared drives. Various factors including the KWs commitment and the system’s functionality play a role when KW’s consider KS. Recommendations to improve the effectiveness of KS tool usage in the organisation include the standardisation of KS processes, procedures and routines, as well as documented guidelines and training on KS tool usage, connecting KWs as well as improving the current KS tools used in the division. The study enables the organisation to improve their ability to select and implement effective KS tools for KW’s in the organisation.
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Factors affecting the retention of knowledge workers : a case study in a utility engineering department

  • Authors: Nkuta, M.F.
  • Date: 2018
  • Subjects: Employee retention , Labor turnover , Knowledge workers
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/393606 , uj:32572
  • Description: Abstract: Talented knowledge workers play a crucial role in the ever-changing world and in today’s knowledge economy. Knowledge workers should form part of every organisation’s retention plans to stay competitive. However, retaining knowledge workers remains a challenge today due to their mobility and a constant search for greener pastures. Organisations should welcome this challenge as these workers hold a strategic value and can be considered a key differentiator. Knowledge workers are known for their high mobility and when they leave an organisation, they leave a knowledge deficit. Thus, keeping talented knowledge workers ensures that the knowledge in their minds is not lost to the organisation. To understand the retention cognition of knowledge workers, a literature review was conducted to identify factors which affect the retention of knowledge workers and to develop retention measures to keep them. The retention measures ensure that the knowledge remains in the organisation. Archival records, questionnaires and interviews were used to collect data from an engineering department of the Production Unit ABC in relation to factors affecting the retention or turnover decisions of knowledge workers. The knowledge workers were referred to engineering practitioners; those who performed engineering work or provided technical support. From the results it was clear that the following factors, e.g., compensation, organisational culture, leadership and work environment affect the retention of knowledge workers. Compensation and benefits, work environment, training and career development opportunities as well as family support were found to be prominent retention measures. The conclusion that can be drawn is that several factors affect the retention of knowledge workers, their decision to leave or stay within their place of employment and although there are ways to retain the best talent, knowledge workers can simply leave if they so wish. , M.Ing. (Engineering Management)
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Factors affecting the retention of knowledge workers.

  • Authors: Sutherland, M. , Jordaan, W.
  • Date: 2004
  • Subjects: Knowledge workers , Labour turnover , Job satisfaction , Organisational commitment
  • Type: Article
  • Identifier: uj:5683 , http://hdl.handle.net/10210/2928
  • Description: One of the characteristics of knowledge workers is their high level of mobility. The cost of labour turnover of these key resources is high in both financial and non financial terms. There is thus a need to understand what the factors are that underpin the retention cognitions of knowledge workers. Data was collected from 306 knowledge workers in full time employment representing a wide range of demographic groupings. The results showed that job satisfaction and organisational commitment do not predict knowledge workers’ proposed future length of service. Factor analysis revealed seven underlying dimensions of retention cognitions. Cluster analysis revealed nine distinct clusters of knowledge workers with regard to their retention cognitions. High levels of individualism, need for challenge and focus on personal development were demonstrated. The implications of these findings are discussed.
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Generation-Y knowledge workers’ experience of work demands

  • Authors: Plint, Katherine
  • Date: 2016
  • Subjects: Knowledge workers , Generation Y , Quality of work life , Work - Psychological aspects
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://ujcontent.uj.ac.za8080/10210/373761 , http://hdl.handle.net/10210/214723 , uj:21317
  • Description: Abstract: Work demands within the knowledge economy of the 21st century have changed as a result of numerous factors, including technology, globalisation and an information society. Coupled with the prominence of knowledge workers and generation-Y individuals, alterations in the characteristics of the workplace are evident. The implication for work demands on generation-Y knowledge workers is under researched, particularly with regard to their experiences on an individual, detailed and intricate level. An inductive, qualitative survey design was employed and semi-structured interviews were held with 10 participants to explore: How do generation-Y knowledge workers experience the demands of work? Thematic analysis was utilised within the data analysis process. A conceptual map was developed highlighting the subjectivity of experienced work demands and resulting implications for well-being. This was attributed to the mediatory construct psychological meaningfulness; where work was seen to fulfil a sense of meaning in the lives of generation-Y knowledge workers. Participants negotiated psychological meaningfulness, including purposeful contribution, personal values, growth and development, and personal excellence through the means of determining preferences. The extent to which alignment or dissonance was achieved led to positive or negative experiences of work demands respectively, and impacted well-being similarly. This demonstrated a personal or individualised rather than standardised perspective on the implications of work demands, as participants expressed varying and diverging experiences and effects on well-being. Three areas of strain on well-being were identified: Psychological, physical and psycho-social. It was concluded that generation-Y knowledge workers’ experience of work demands requires an interpretive and subjective understanding. However, the consuming nature of work as well as the extremity towards achieving psychological meaningfulness and the impact on the psycho-social well-being of the individual is questioned. , M.Com. (Industrial Psychology)
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Information environment of the teleworker

  • Authors: Nortje, Helena J.
  • Date: 2009-01-12T07:22:21Z
  • Subjects: Knowledge workers , Telecommuting , Management information systems
  • Type: Thesis
  • Identifier: uj:14774 , http://hdl.handle.net/10210/1852
  • Description: M.A. , The information economy, brought about by the advances in information and communications technology, has led to significant changes in the work environment. Organisations and workers must be flexible and are required to adjust quickly to demands from external and internal market forces. Employees are expected to be knowledge workers who are not only computer literate, but information literate as well. The high demand for flexibility has led to a trend that allows workers to perform their duties in locations outside of their traditional workspace. This trend has been named teleworking or telecommuting. A literature study revealed similarities and differences between the work environment of the knowledge worker and that of the teleworker. Both the teleworker and the knowledge worker are interacting in an environment that consists of individual, group and organisational processes. These processes are interrelated and none of them can be viewed in isolation. The factors that influence the knowledge worker also affect the teleworker, but the extent and focus of the influence vary. The features of the work environment of the knowledge worker and the teleworker provided the context for investigating the information environment of both. The information environment of the knowledge worker revealed certain distinct features, such as the manner in which documents and information were managed and the systems that were used. These features were compared with the information environment of the teleworker through an investigation of teleworkers in South Africa. Although very few, if any, South African organisations were involved in formal teleworking programmes, it was possible to establish certain trends through employees who had an ad hoc arrangement with their organisations. In conclusion, it was found that the information environment of the teleworker was somewhat similar to that of the knowledge worker, but certain distinctions also came to the fore. Further areas for research were also identified.
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Maximising the value of knowledge workers

  • Authors: Steyn, P.D. , Du Toit, A.S.A
  • Date: 2009-03
  • Subjects: Knowledge workers , Organisational hierarchy , Productivity
  • Type: Article
  • Identifier: uj:5712 , http://hdl.handle.net/10210/3406
  • Description: This article focuses on the role of knowledge workers and their contribution to the achievement of an enterprise's objectives. Knowledge workers do not have enough time to keep abreast of new knowledge and need more than motivation to assist with the capturing of tacit knowledge. The purpose of the empirical survey was to determine the role and contribution of knowledge workers to the objectives of a South African technology-oriented company. A high percentage of respondents indicated a positive relationship between a worker's position on the organisational hierarchy and the opportunities for the worker to make knowledge contributions. The metrics applied to measuring the contribution of knowledge workers need to be considered carefully.
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New knowledge workers perspective in participating in mentoring programme in South African construction industry

The development of a just-in-time (JIT) knowledge management model for an enterprise

  • Authors: Steyn, Pieter Dirk
  • Date: 2009-05-04T09:51:01Z
  • Subjects: Knowledge management , Just-in-time systems , Knowledge workers
  • Type: Thesis
  • Identifier: uj:8352 , http://hdl.handle.net/10210/2477
  • Description: D.Litt. et Phil. , There have been numerous approaches to Knowledge Management (KM) over the past number of years. In addition there is also confusion amongst enterprises and enterprise management as to the role and contribution of KM, the differences between information management, information technology and KM. There has been an overflow of information and “knowledge” in large enterprises and this situation will only worsen if not managed appropriately. Knowledge is now universally accepted as a factor of production and similar to other factors of production viewed as being scarce and expensive. The knowledge inventory of an enterprise should thus be managed in a similar manner as physical inventory – kept at the essential minimum level and to be provided at the time that it is required. The challenge to creating a successful knowledge enterprise is more reliant on the people aspects than technology per se and this view is supported by recent research. This situation is exacerbated by the diversity of participation amongst knowledge workers who as a “grouping” speaks a different language based on their perspectives of issues within and external to the enterprise. Because knowledge is not synonymous with information, information technology cannot deliver knowledge management, yet a large proportion of managements view information technology as the panacea for their failure at implementing successful KM or what they consider to be KM. Another concern of management is that current management approaches cannot handle imperfect information with certainty. Enterprises are thus faced with the situation of not being able to deliver the right information to the right person at the right time because enterprises are unable to predict what is the right information to distribute, who the right recipients of that information should be and all of this may take place under conditions of uncertainty – as found in today’s dynamic business environment. Defining knowledge from an enterprise management perspective or in terms of an organisational context present a number of issues. The most important being that there is no single all encompassing definition of KM. However, in terms of the objectives of this research a definition which relate the dimensions of time, delivery, the right information and the right recipient is applied. KM varies from the perspective of controlling knowledge processes within the enterprise to methods applied to the extraction of knowledge from the flow of information, internal and external to the enterprise. Recent thinking on KM distinguishes between demand-side KM and supply-side KM. The supply-side of KM is associated with the “delivery-oriented” assumptions that valuable knowledge exists within the enterprise and that it is the task of management to find it, codify it and place it into a repository. This is then followed by an approach which “decrees” and determine how it is to be distributed, e.g. via learning, databases, documents, etc. and to whom. Demand-side KM is initiated with an approach requiring a view of where does valuable knowledge exist within the enterprise, is what is required in existence, does it support the enterprise's strategies and how can the use thereof benefit the enterprise's competitive advantage? Obviously the proponents of both of these sides do see the need for closing the gap between supply and demand and that they are in fact complimentary activities. A view is taken on the KM approach / practices undertaken by the enterprise. There are a number of KM taxonomy approaches based upon the process applied in the enterprise to extract knowledge. An understanding of the different approaches employed is necessary to locate the role of the knowledge worker in the overall KM value chain. The knowledge processes approach is considered to be a factor of production where the person is central to the process as the carrier or owner of knowledge. Communication amongst individuals is of primary importance, especially in respect of the management of the enterprise and its outputs. This approach also considers an enabling culture in the enterprise to be a pre-requisite to the successful management of knowledge. The focus of this approach is on knowledge transfer through human interaction. Technology is recognised as playing a supporting role in this approach. Knowledge is more than information and also considers experience, skills, competencies and attitudes as part of knowledge created in the process of human interaction. The term Just-in-Time (JIT) can be defined as a production or inventory scheduling technique found within the more complex production logistics disciplines. JIT is more appropriately thought of as a philosophy as it is more than a mere set of management and production principles. KM JIT is an endeavour to provide the right knowledge at the right time to the right person. This requires an insight into the knowledge demand and supply process as well as the time horizon applicable to the knowledge required. Over the longer term business forecasts, environmental scans, strategic planning, etc. can be applied to close the gap between these variables. However, it is in the short term and immediate requirements that the present systems fail and management concerns are emphasised. To summarise the relationship: JIT KM searches for an optimisation of the matching process between demand and knowledge supply within enterprises, i.e. it endeavours to translate the logistic concept of JIT to the knowledge management field. In addition to JIT KM the concept of real-time KM is introduced as an alternative since present research indicates that the implementation of JIT KM presents major issues in terms of cost and development effort, restricting its use to mission critical applications. A more generic application for JIT KM need to be developed and it is contended that real-time KM fits the requirements of enabling the enterprise to be agile in respect of its ability to respond to present and future knowledge demands. The major difference between JIT KM and real-time KM being the latency of information concept which applies to the latter.
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Working knowledge : how knowledge workers in an enterprise manage what they know

  • Authors: Steyn, Piet , Du Toit, Adeline
  • Date: 2009
  • Subjects: Knowledge workers , Knowledge management
  • Type: Article
  • Identifier: uj:6191 , ISBN 978-0-86970-661-9 , http://hdl.handle.net/10210/5270
  • Description: This paper focuses on the role of the knowledge worker and their contribution to the achievement of an enterprise's objectives. Knowledge workers do not have enough time to keep abreast of new knowledge and need more than motivation to assist with the capturing of tacit knowledge. The purpose of the empirical survey was to determine the role and contribution of knowledge workers to the objectives of a South African technology-oriented company. A high percentage of respondents indicated a positive relationship .between a worker's position on the organisational hierarchy and the opportunities for the worker to make knowledge contributions. Tile metrics applied to measuring the contribution of knowledge workers need to be carefully considered.
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