The purposes of this paper are to examine the diversity of Human Resource Management (HRM) of knowledge workers and to compare knowledge workers’ attitudes and behaviors (turnover, mutual learning, career orientation) in each HRM. As a result of case studies of 12 knowledge-intensive firms, it was found that there are 4 types of HRM practices.
a) HRM that emphasizes individual knowledge and autonomy.
In this HRM, turnover of knowledge workers rarely occur. Furthermore, core members tend to have not only‘ technical’ career orientation but also‘ managerial’ one. With respect to mutual learning, it happens very actively within a team or a department, however, the interactions across departments are not sufficient.
b) HRM that is intended to integrate individual and organization.
In this HRM, many knowledge workers tend to remain in organization for long time, and mutual learning among them happens very actively. In addition, senior members tend to have ‘managerial’ career orientation.
c) HRM that is based on job or skill (without intense competition).
In this HRM, turnover of knowledge workers occur frequently, and mutual learning among them doesn’t happen actively. Moreover, almost of members tend to have ‘technical’ career orientation.
d) HRM that employ multiple personnel group by different systems.
In this HRM, the length of service of knowledge workers is various, and many members tend to have ‘autonomy’ or ‘service’ career orientation. With respect to mutual learning, not only permanent staffs but also consultants as independent contractors learn actively.
