Human resource management in the knowledge age

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Abstract
Knowledge is becoming a critically importance resource in contemporary business organizations, a development posing significant issues for HRM. Draws together various strands of theory, research and practice to develop a better understanding of these issues, with special emphasis on HRM practice in knowledge‐intensive organizations. Discusses the difficulties of making a transition from traditional forms of HRM to post‐industrial approaches. A review of traditional compensation systems serves as the basis for a series of propositions concerning preferred practice in this critically important area. 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.

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