(A) the concept of loyalty and the concept of knowledge workers

Loyalty is a person's firmness to certain material and spiritual things. "The bounden duty of employees is to obey and execute." This is the most striking warning engraved in the training room of UBC company in the United States. In essence, obedience is the obligation of employees and the premise of implementation; But execution is the best embodiment of employees' obedience, and it is also the best test for enterprises to obey employees. The combination of the two is an effective proof of "loyalty". A competitive enterprise should have a good corporate culture, and a good corporate culture must be supported by a strong "enterprise system", and the implementation of this "enterprise system" also depends on a high degree of obedience and absolute execution. In an enterprise, enterprises, departments, groups and individuals will be divided into teams of different sizes. Regardless of the size of these teams, their core must be "enterprise" and their interest center must also be "enterprise interests". The highest performance of employees' "loyalty" to the enterprise is to always maintain a high sense of responsibility under the premise of absolute obedience and implementation, and create higher quality economic benefits for the enterprise through high-level work performance.

(B) the concept of knowledge workers

1 the significance of knowledge workers

The meaning of knowledge workers: knowledge workers refer to people who are engaged in the production, creation, expansion and application of knowledge in enterprises and institutions, bringing knowledge capital proliferation to the unit and taking it as their occupation. They are employees whose value created by wisdom is higher than that created by hands, and they are mainly composed of scientific researchers, health technicians and managers.

2 characteristics of knowledge workers

Knowledge workers refer to those who master and apply concepts and work with knowledge and information. They are mainly engaged in mental work; Thought has a certain depth; They are a group of employees who pursue independence, individuality, diversity and innovation. Their main features are:

(1) Quality characteristics: Knowledge workers have received systematic professional education and mastered certain knowledge and skills. Because of their high level of education, most of them have high personal qualities, strong curiosity and innovation ability, good analytical ability and accurate judgment of things.

(2) Capable and knowledgeable, most of them are engaged in creative work. They use their professional knowledge and skills for creative thinking and constantly form new knowledge achievements. They tend to have an independent working environment and pay more attention to self-guidance and self-management in their work. Knowledge workers are the owners of tacit knowledge and have the ability to innovate and change in their careers.

(3) Characteristics of needs: Knowledge workers usually have higher-level needs, and they are more eager to be respected and realize their self-worth, showing a strong sense of accomplishment and pride. They hope to have flexible working hours and a relaxed working environment, and expect their work results to be recognized by the organization and society, making their work more meaningful and valuable.

(4) Personality characteristics: Knowledge workers respect knowledge, worship truth, believe in science, have wisdom, and are proficient in this major, unwilling to go with the flow, follow the trend, and are not afraid of power. They will despise any power because they are obsessed with the exploration and pursuit of knowledge and truth. In addition, because knowledge workers have special professional knowledge and skills, they can have an impact on superiors and subordinates. Therefore, the position authority in the traditional sense often does not have absolute control and binding force on them. Strong personality also makes it easy for them to seek new career opportunities once their existing jobs are not attractive enough, or they lack enough personal growth opportunities and space. Knowledge-based employees pursue lifelong ability achievement rather than loyalty to the organization.

Second, the factors affecting the loyalty of knowledge workers

Employee loyalty is regarded as an elusive thing because of its complex characteristics, and there are too many factors that may affect employee organizational loyalty. Salary is very important because it is the foundation. Once this foundation is established, inspiring leadership and management, efficient performance management, positive working environment, high job satisfaction and effective communication will become more important in cultivating long-term loyalty.

(A) the particularity and psychological needs of knowledge workers

1 Particularity of knowledge workers

The particularity of knowledge workers generally includes the following points:

(1) Autonomy, knowledge workers have professional expertise and strong autonomy, and they don't like remote control by superiors.

Orders.

(2) Innovation. They rely on knowledge, experience and inspiration to challenge their work and promote technological progress.

(3) Mobility, knowledge workers have low dependence on the organization.

(4) Complexity, the working process of knowledge workers is difficult to observe, the labor assessment is complicated, and the labor results are complicated.

2 the psychological needs of knowledge workers

The psychological needs of knowledge workers are as follows:

The need to pursue a high-quality life: the need to develop oneself; The need for communication and belonging; The need for work autonomy; The need of work achievement: the need of fairness and justice; The need for respect and trust; The need to undertake social obligations; The need to realize self-worth.

(B) the impact of incentives on the loyalty of knowledge workers

(1) Achievement motivation: To motivate and introduce senior knowledge-based employees, we should construct relevant policy subjects around "enterprise achievement", make the personnel policy fit the incentive preference of senior knowledge-based employees, introduce, retain and activate the leadership team of knowledge-based employees, and only by giving full play to their role can we get satisfaction and realize self-worth.

(2) Ability motivation. Under the premise that young knowledge workers pay more attention to their personal growth needs, enterprises should improve the talent training mechanism, provide them with learning opportunities to receive education and constantly improve their skills, and enable employees to have the ability of lifelong employment. First of all, it is a key link to attract young knowledge workers to join the company by making long-term strategic planning for them to see the good prospects of enterprise development. Secondly, enterprises must attach importance to the design of employees' career, fully understand employees' personal needs and career development will, create development space for employees, and achieve the best combination of employees' personal development and sustainable development of enterprises. Therefore, enterprises must formulate a future-oriented human resources investment mechanism, so that knowledge workers can obtain "lifelong employment ability", which has become a new cohesion of enterprises. Only when employees clearly see their own development prospects in the organization can they have greater motivation to contribute wholeheartedly to the enterprise and form a long-term cooperative partnership with the organization.

(3) environmental incentives, creating a good, relaxed and harmonious working environment, so that intermediate knowledge workers can feel the respect, understanding and concern of society for knowledge and talents, and they will exert their work enthusiasm and their inner energy and intelligence in a subtle way. Therefore, employers should realize that it is of great strategic significance to create a relaxed, harmonious and independent work and study environment and provide good living and scientific research conditions for giving full play to the talents and functions of knowledge workers.

(4) Material incentives provide better salaries and benefits for junior knowledge workers and prevent knowledge workers.

There is a fault. Junior knowledge workers are basically students who have just graduated from universities. First of all, they urgently need to compensate the investment cost of human capital. Second, there is great economic pressure, such as getting married, having children and buying a house. Third, the wage income is low. Therefore, we should improve the salary and benefits of junior knowledge employees, meet their needs for salary and benefits, and prevent the loss of young knowledge employees.

Third, to improve the loyalty of knowledge workers countermeasures

(A) increase psychological welfare, improve the loyalty of knowledge workers.

The process of increasing employees' psychological benefits is the process of reducing their psychological costs and improving employees' satisfaction. According to the principle of cost-benefit, the greater the input cost, the higher the psychological expectation of income. Therefore, in order to increase psychological benefits, we must reduce psychological costs, and we can take the following measures:

(1) Adjust management types and implement democratic management. Since 1980s, people began to study the relationship between managers' leadership style and employee satisfaction. Among them, Lei Wen, a representative psychologist, believes that there are three completely different leadership styles: autocratic, democratic and laissez-faire, which form three corresponding management types, namely, authoritarian management, democratic management and laissez-faire management. Different leadership styles and management types have different management effects on subordinates. Through research and comparison, Lei Wen further pointed out that democratic management can bring the greatest psychological satisfaction and the highest management efficiency to subordinates, while members in authoritarian organizations have low psychological satisfaction, poor psychological benefits and low management efficiency.

One of the ways to implement democratic management is to give more guidance, less orders, more suggestions and less intervention. Although Dell, an empirical management scientist, wrote in The Great Organizer, the book cited the example of General Motors, which can explain this truth very well. At General Motors, walter chrysler found it difficult to adapt to the management style of william durant, Si Long's predecessor. He said, "We often argue, and then he gives me a raise (at this time, my annual salary is $500,000). I will say to him as gently as possible,' Bill, I have enough money. Damn salary, will you stay out of Buick? The higher the employee level, the higher the demand for democratic rights.

(2) Reorganize the organizational structure and establish a flat organization. With the improvement of market response speed to enterprises, organizational flattening has become an inevitable trend. Flat organization means decentralization, "decentralization means increasing the freedom of action of subordinates." "

(3) establish a people-oriented business ethics, so that employees have a sense of heroism.

(4) Induce employees' positive attitude towards control. Control is not always negative and unpleasant. If properly controlled, it can also induce a positive control attitude. The main methods are: maintaining an impartial control view; Encourage subordinates to participate in the formulation of control standards; Replace corrective control with preventive control to eliminate the possible deviation between reality and goal in advance; Use indirect control instead of direct control, that is, try to use economic leverage.

"invisible hand", not administrative tangible hand; Use formal organizational structure, business processes and facts to control without artificial or authoritative control. "The supervisor should try to let the real situation tell his subordinates how to do it, instead of saying,' You did it because I told you to do it'; Select appropriate performance indicators and adopt fair and digital performance appraisal standards; Establish a balanced control system to minimize the negative reaction to control. But the most sensible control is to "govern by doing nothing" and let employees develop the habit of self-control. Managers should work hard in this direction.

(5) Ensure the stability of employment. Humans like change, but they need stability more. Change is only an accidental note, and stability is the main theme. Without a stable job, there is no psychological security, no security, no loyalty. Easily laying off employees will not only bring huge psychological losses to the laid-off employees, but also increase their psychological pressure, because any action of the enterprise will have an objective effect of killing chickens and monkeys, which will make employees associate rabbits with foxes. At present, there are a large number of unemployed and laid-off workers in our country, and people's psychology is more fragile. Enterprises should take care of this kind of psychology as much as possible, be cautious when recruiting, be more cautious when dismissing, and strive to give employees a sense of stability.

(6) Implement caress management, and understand, respect and care about the feelings of subordinates.

(7) Enriching the work, so that the work itself has an inherent sense of satisfaction and enriches the work. The content of job enrichment includes skill diversity, task integrity, work autonomy, result feedback and so on.

(8) Implement flexible working system, increase employees' freedom and flexible working hours, and establish a relaxed self-management working system. People's pursuit of freedom is endless. As a poem says, "Life is precious, but love is more expensive. If you are free, you can throw both. " With freedom, you can do whatever you want, go fishing by the river or swim in the sea, and complete the return to human nature. However, freedom is not absolute. Work means giving up some freedom, and adapting to the rules and regulations of the organization is also regarded as a sacrifice by many people, so it is necessary to establish a balance between individual freedom and the existing order. Some companies whose business nature permits have begun to implement flexible working system, working on their own time or at home, thus solving the problems caused by inconvenient transportation and different biological clocks of employees. However, there are still many business leaders who have not reversed their thinking. They insist on punching in and out, and they can't be flexible at all. In their view, it takes employees enough time to lose money. They think that salary buys employees' time, not results and performance. Employees have to dawdle for a long time. At the same time, freedom not only refers to flexible working hours, but also includes other options, such as choosing welfare items that maximize their value from a variety of benefits.

(9) Beautify the working environment, adjust the internal relations of enterprises, and give employees a comfortable working environment. Comfortable and pleasant environment can hardly give people beautiful enjoyment, thus increasing their psychological benefits-we can call it management.