Human resource management challenges in knowledge-intensive sectors Essay

Human imagination management challenges in knowledge-intensive firmaments and solutions - Essay ExampleBased on this seek human resource management (HRM) is of crucial importance for the optimum functioning of the organisation, irrespective of whatever sector they operate in. As the organisations in all the sectors including knowledge-intensive sectors will set out humans or employees, human resource management is inevitable. With the organisations in the knowledge intensive sectors maximally dependent on the employees and their kind assets than otherwise sectors identical manufacturing, service, etc., (which could have use of infrastructures and machineries), HRM has to play a major role to solve all the HRM central challenges. In any organisation, Human Resource Department (HRD) in association with other departments will play a variety of roles. HRD as part of HRM will select of the right people for the right jobs or designations by means of aptly conducted recruitment dri ves. Then, they have to provide a healthy and effective move around environment for them to designate high productivity. Effective work environment in the sense, the employees can be made to work as part of teamwork, can be involved more in the decision fashioning processes and importantly could be given timely incentives so that their efficacy levels are always at the peak. All these key aspects have to be taken by the organisation or the management with good inputs from the HRD in line with optimum HRM. Workers are the integral part of any successful organisation and that includes Knowledge-Intensive Firms (KIP). This paper will discuss the HRM centric challenges and problems that will normally arise among the employees in KIPs, and importantly discuss how it can be solved, thus making the employees provide optimum productivity and thereby keep the trading operations of those firms, running in a smooth, wholesome lubricated manner. Knowledge-intensive sector or Knowledge-Inte nsive Firms (KIPs) The concept of KIFs is apparently distinct from other organisational categories or organisations in other sectors. This is because in other traditionalistic organisational categories, the emphasis will be more on the raw materials, capital, machineries, etc., with employees and their intellectual assets playing a complementary role. However, in the case of firms in the Knowledge intensive sectors, their entire operations will depend on humans and their knowledge. KIFs are generally considered to be diametrically opposite to traditional manufacturing firms in that the knowledge rather than physical or monetary capital is central to the companies existence (Jorgensen, Becker and Matthews 2009, pg. 451). Thus, the firms in operation(p) in the Knowledge Intensive sector carry out their operations based on the master key knowledge exhibited by their employees. That is, using the knowledge of the employees, they mainly provide knowledge based support, service and s o far products for other business processes. As stated by Rylander and Peppard (2005, pg.4), KIFs are characterized as organisations where well-educated and qualified employees fix a major part of the work force and engage in mainly intellectual work. Certain organisations, which do and provide these types of works or services comes under this knowledge intensive sector. For example, consulting organisations, financial companies, law firms, private banks, architecture companies, etc., comes under this sector because these companies will use their employees knowledge and data analytic thinking skills to provide service to the other businesses or clients. Because of this main focus on the employees and their knowledge, more than their physical skills, their mental abilities will be focused. Thus, these firms will have a different affair structure than the traditional firms. For example, their employment structures are heavily weighted towards scientists, engineers, auditors and oth er experts in specific fields. (Metcalfe and Miles 1997, pg. 8). Thus, it is clear that the organisational and employment struct