Oxford Handbook of Human Resource Management

of the tensions and challenges for managing knowledge workers. Table 22. 1 links the
impact of each ‘concurrent theme’ to a particular set of HR practices. It identiWes
key inXuences on the adoption of speciWc sets of HR practices and then speciWes a
key tension that exists in relation to the particular theme, which enables identiWca-
tion of the managerial challenges in each area.
TheWrst key theme isXuidity, or a lack of predetermined or imposed structure,
which is evident in the nature of knowledge work but also in the organization of
this work: the loosely structured projects in the enclave organizational form. Much
of thisXuidity is inherent in the application of symbolic-analytic skills to ambigu-
ous client demands (Blackler 1995 ). However, the move towardXuidity is also
driven by the market-based employment orientation of knowledge workers them-
selves (Reed 1996 ) wherein higher wages can more readily be negotiated because
they are not subject to such strict technical-hierarchical systems and they operate in
environments where less well-deWned skills are sold to clients.
TheXuid nature of knowledge work also inXuences the choice of work organ-
ization and the degree of involvement and participation. The symbolic-analytic
skills which are applied to novel, complex problems necessitate organizational
forms that enable fast change,Xow of skills across ‘project’ boundaries, and high
levels of discretionary decision-making. Firms need to allow knowledge workers to
act in a way that they seeWt at a particular moment, creating a ‘leave it up to the
experts’ form of work organization and decision-making systems.
This creates a very speciWc focus for HRM. It calls for the involvement of
HR practitioners in the resource allocation process, determining who should be

Table 22.1 Concurrent themes, HR practice impact areas, and key tensions

Concurrent themes HR impact Key tensions

Fluidity Work organization Value appropriation

Involvement and participation

Pay and reward

Market-based networks:

Personal/professional,

organizational

Recruitment

Involvement

Development

Pay and reward

Retention strategies

Identity fragmentation

Performance management

Knowledge-trading Resourcing Skill specificity focus

Development

Reward

Work organization

Career management

hrm and knowledge workers 459