Reimagining HRM for the knowledge-driven organization: This paper explores the challenges and opportunities that the knowledge age presents for human resource management (HRM). With knowledge becoming an increasingly vital resource, contemporary businesses must adapt their HRM practices to effectively manage knowledge workers. The research draws upon diverse theories, research, and practical insights to develop a deeper understanding of these issues, particularly within knowledge-intensive organizations. It underscores the difficulties in transitioning from traditional HRM models to post-industrial approaches. A critical review of traditional compensation systems provides a basis for proposing preferred practices in this crucial area. Ultimately, the paper argues that managers in knowledge-intensive organizations face new complexities in coordinating and directing the efforts of knowledge workers. Existing compensation structures and routines must be re-evaluated to foster a more engaged and productive workforce in this evolving landscape.
Published in Employee Relations, this article discusses the major contention is that the managers of knowledge‐intensive organizations are confronting major new issues in co‐ordinating and directing the effort of knowledge workers. The major conclusion is that existing compensation structures and routines must be re‐thought and makes several suggestions in this regard.