Study Of Our Knowledge-based Employee Management Issues

Along with the coming 21^st century, now it is the age of Knowledge Economy. Knowledge is becoming the most important element in the operation of modern enterprises. The survival and development of enterprises will depend heavily on the possession,creation and application of knowledge. That is, to a enterprise, the key point to success in the fierce competition will be intellectual-based employees. Just as Professor Peter Drucker said in st century>:"In the 21^st century, the most important contribution of management willbe improving the productivity of the knowledge workers......In the 21^st century,the most valuable asset of enterprises and non-enterprises will be the knowledge employees and their productivity ."In recent years, knowledge economy develops astonishingly in our country, and now it has been a little shaped. More and more "knowledge-type enterprises" are generating and developing and the knowledge employees' number is also increasing rapidly. But the shortage of theory makes that the knowledge employees management is still in a experience level in such a amount of enterprises of our country. The productivity of the knowledge employees can't be completely used because of the bad management. So, during such background, what they can do is just leaving and this has heavily influenced the competence of the enterprises. Especially after our entering to WTO, the competitions we faced are becoming more and more fierce. The key point to superiority is whether we can find a suit of management methods fit for the personality and the demand of the knowledge employees in our country to make them fully play themselves or not. And through the study of this paper, the author expects to offer some suggestion and measure to the domestic enterprises.This paper starts with the current situation and problems of the knowledge employees management (Chapter 2);then based on updating the conceptions of HRM(Human Resource Management), it gives the management methods in choosing,motivating,developing and retaining the knowledge employees (Chapter 3);finally, it introduces a knowledge employee management example of Lenovo Group to validate the theory used before(Chapter 4).