1、1Study on Cultivating the Loyalty of Knowledge WorkersAbstract. Knowledge workers are important human resources in service enterprises.How to cultivate the loyalty of knowledge workers in service enterprises is an important problem that managers must pay attention to.Beginning from the defines of ba
2、sic concepts, the author analyzes factors influencing loyalty of knowledge workers. Finally, it puts forward effective measures including building people-oriented corporate culture; loyalty oriented recruitment and allocation; emphasis on compensation management; establishing a scientific career man
3、agement system; paying attention to emotional management and so on. Keywords: loyalty; service enterprises; knowledge workers 1 Introduction The problem of human is the basic problem of business management.For service enterprises, as well. Especially in the era of knowledge economy, human resources
4、of services company is an important strategic resource and determinants. For service enterprises, employees who have a high loyalty are 2becoming a veritable capital.In recent years, however, the employees in service enterprises change jobs frequently. There are many problems such as high staff turn
5、over, declining employee loyalty, and so on. Therefore, how to cultivate and improve the loyalty of knowledge workers in service enterprises, has a very important practical significance. 2 Defines of basic concepts 2-1 Service enterprises “Service enterprises” is a concept with respect to manufactur
6、ing enterprises. As the name suggests, they provide service-based business. Typical services include entertainment, dining, medical, legal, counseling, education, logistics, insurance, finance and other industries. Many scholars and organizations have given their definitions. However, due to a very
7、wide range of services, it is difficult to define precisely. So far, there has not formed an authoritative, universally accepted definition. One of the biggest features of service enterprises is a high proportion of human capital in venture capital. Human capital has become the first resource in ser
8、vice enterprises. 2-2 Knowledge workers “Knowledge workers“ is invented by American scholar named 3Peter Drucker, which refers to “those who hold and use symbols and concepts, use knowledge or information work”. The so-called knowledge workers refer to workers who create value relying on knowledge a
9、nd information mainly in organizations. They have the ability to innovate and create new knowledge. They can constantly enrich, control and apply innovative knowledge in the absence of precedent cases in practice. Knowledge workers play an important and unique role in enterprises. Knowledge workers
10、have the following characteristics: (1) good quality Knowledge workers generally have a good personal qualities, often good educational background and excellent skills. They are elite and technical experts in enterprises. (2)willingness of learning and updating their knowledge Knowledge workers pay
11、more attention to self-development, self-improvement .The willingness to learn and update their knowledge structure has become an important means of self-growth for themselves. (3) innovative spirit and the ability of knowledge innovation One of the main differences between knowledge workers and 4ge
12、neral staff is that they have the ability to innovate knowledge. Their work is of more uncertainty. Their task is of higher challenge. These characteristics determine that knowledge workers must have the spirit and ability to innovate their knowledge. (4) self- consciousness Due to strong autonomy,
13、knowledge staffs independent consciousness is stronger. They are more sensitive to environment compared with general workers. From the demand level, they care more about respect and self-realization . (5) creative work Compared with other employees, knowledge workers are more engaged in creative wor
14、k. The process of their work is more difficult to monitor. The result of their work is more difficult to measure. Even, they dont have fixed work processes, workplace and working time. 2-3 Loyalty Employees loyalty, also known as employees commitment or organizational commitment, focuses on relation
15、ship between employees and the company. Employees loyalty is a quantitative concept. Loyalty is the organic unity of behavioral loyalty and attitude loyalty. Behavioral loyalty is 5the basis and premise of attitude loyalty, attitude loyalty is the deepening and extension of behavioral loyalty. Emplo
16、yee loyalty has at least three distinct characteristics: first, workers firmly believe and accept the companys values and goals; second, they consciously make efforts for the benefit of enterprises; third, they have a strong desire to maintain employee identity. Employee loyalty can be measured acco
17、rding to the turnover rate, intention of job hopping, organization pride, the degree of complaining, working effort and so on. 3 Analysis of factors influencing loyalty of knowledge workers The factors influencing loyalty of knowledge workers in services enterprises depend on many aspects. There are
18、 not only subjective factors in employees, but also objective factors in service companies and social environment. 3-1 Subjective factors This is mainly from the perspective of employees. Relative to the general staff, knowledge workers usually have a stronger sense of autonomy and independence . Th
19、ey are of higher liquidity. They pay more attention to personal growth and self-worth. Once they are not satisfied with the existing work, or 6lack of opportunities for personal growth and insufficient space for development in the organization, they will easily turn to other companies. 3-2 Objective
20、 factors The objective factors mainly include two factors. They are organizational factors and social factors. 3-2-1 Organizational factors Organizational factors mainly refer to factors in service enterprises. From a practical point of view, the main factors affecting the loyalty of knowledge worke
21、rs in service enterprises are: (1) There are many problems in the process of staff recruitment in service enterprises. For example, there is no scientific recruitment needs analysis and random selection, recruitment, hiring. The recruitment advertising and related information to the candidates arent
22、 true and accurate. It dont provide complete, truthful information about the business, and so on. As a result, the staff are not well qualified for their jobs or do not agree with the enterprises values. (2) The internal salary system in service enterprises is unreasonable and lack of fairness. So i
23、t is difficult to form 7an effective incentive effect. This affects the enthusiasm of knowledge workers. (3) Career planning for knowledge workers in service enterprises is lack of reasonable arrangement. Business managers do not attach importance to retraining, re-education of knowledge workers. Ev
24、en some service companies all work with profit ?centered. People-oriented management and employee career design are often empty words. There is no balance between business goals and employee goals. (4) They do not attach importance to the constructing of corporate culture. Strong corporate culture a
25、llows employees to form common goals and values, thereby creating a strong cohesion and integration. Many service companies do not attach importance to the constructing of corporate culture. So they dont create a loyal business environment to guide and encourage knowledge workers. 3-2-2 Factors in s
26、ocial environment Knowledge economy makes knowledge update speed, i.e. The old cycle of knowledge is shortened. On one hand, this speeds up the flow of knowledge workers in a rapidly changing knowledge-based economy. On the other hand, the demand for knowledge workers increases. The higher the scarc
27、ity of talent, 8the greater the outflow of personnel rally. 4 Countermeasures to cultivate employees loyalty in service enterprises 4-1 Building people-oriented corporate culture In the era of knowledge economy, managers of enterprises especially need the support of culture. In a globalized environm
28、ent, companies need cultural integration, especially in the process of participating international division, resource integration and optimal allocation. In the interest of creating more value for customers, products and services provided by enterprises in particular need to reflect the personality
29、of the culture. To become great companies in fierce market competition, we must build a distinctive corporate culture. Loyalty of workers is an attitude or behavior of organization. Corporate culture is values and norms of behavior formed in the process of working. It can tell employees what to do a
30、nd how to do it. It can guide staffs attitude and behavior. Therefore, oriented corporate culture and employee loyalty have great relevance. In a sense, the essence of culture is “people oriented “. The construction of enterprise culture must adhere to the rule of people-oriented. It is the core and
31、 source of corporate 9culture construction. Service enterprises should give full attention to people, treat people properly, motivate people effectively, respecting peoples value fully, seeing knowledge workers as masters of the enterprise. As a special group of service enterprises, in addition to t
32、heir pursuit of economic interests, knowledge workers also pursue spiritual satisfaction and value realization of self-worth. The managers at all levels in service enterprises must let knowledge workers really feel the care of enterprises and to participate fully in the business decision in order to
33、 expand the autonomy of work and win loyalty of knowledge workers. 4-2 Loyalty oriented recruitment and allocation for knowledge workers Workers whose personal development goals consist with organizational goals can be selected from many candidates in effective recruitment. They are willing to devel
34、op with organizations. At the same time, candidates can learn more about organization and position. Thereby, this can reduce losses caused by the loss of staff and enhance the cohesion in organization. When recruiting workers ,especially for knowledge workers, 10service companies should focus on emp
35、loyees loyalty. Candidates can be tested as follows: (1) career interesting assessment. It include examining candidates career interests and preferences for work, strengths and weaknesses and so on. (2) ability evaluation. It includes evaluation of candidates general ability and special vocational a
36、bility. General ability test is not targeted, such as communication skills, language ability, etc. Special vocational ability test is related with product features, job characteristics and the nature of industry. It have certain characteristics and requirements. (3)motivation and attitude tests. Thi
37、s can determine whether the candidates have real intention, especially the long-term working willingness in service enterprises. When deploying knowledge employees, service companies should match them with most suitable positions. They should optimize the allocation of human resources through rotation, promotion and other means. 4-3 Emphasis on compensation management of knowledge workers The importance of the salary system for service enterprise is self-evident. Salary is one of the most concerned problems
