Strategic Human Resource Management

Section Two

Management of Professionals

Because of their nature, professionals require a different form
of management and provide a challenge for human resource
management. Important characteristics of professionals are
that they often have low organizational loyalty, require
substantial autonomy, follow a code of ethics established by
their profession, adhere to standards of the profession, and
have a high need for intellectual and technical challenges.^80 The
availability of managers who can manage the work of
professionals cannot be taken for granted. The difficulties are
well known, and there has been a long-standing controversy
over whether such managers should be members of the
relevant profession themselves or laypersons. The problems of
failing to plan for the development of managers who can be
effective in such settings are apparent. Mary Anne Von Glinow
has stated:

Maximizing a professional’s productivity has led to

the adoption or development of new methods of

work organization that limit hierarchical levels of

supervision, link pay and other rewards to

performance, ease the tensions between the

competing cultures of professionals and other

employees, and give professionals greater

participation in the decisions that affect their lives