ABSTRACT
The service sector has emerged as a very crucial and critical component of the Indian economy in the recent years. This is evident, not only by its contribution to GDP (gross domestic product), but also by its growth rate. The software development industry has a significant role in this phenomenon. India's strengths are its large growth potential, increasing outsourcing trend, large talent pool availability, high quality educational infrastructure, low operating costs, research and development strengths and government initiatives. The IT (information technology) industry has made a marked shift by offering services in IT consulting, system integration, remote infrastructure management, network consulting, KPO (Knowledge Process Outsourcing) and integration processing services.
The technologist is a person who works both with their hands and their theoretical knowledge. The knowledge worker gains access to work and social position through formal education. Knowledge workers are employees of organisations, a consultants or have their own businesses. This paper focuses on the knowledge worker who is an employee of the organisation. The effort of every human resource manager is to retain the knowledge worker in an effective manner.
The empirical study conducted in Bangalore examines 25 software organisations and 202 software development programmers as its sample. The study has attempted to analyse the attitude of knowledge workers towards the monetary and non-monetary compensation practices followed in their organisations. It also gives an insight to the link between demographic variables and attitudes. Statistical tools such as weighted arithmetic mean and chi-square have been used for analysis.
Based on the findings of the study, this paper attempts to give an insight into the effective management of knowledge workers working in the knowledge driven industry. The technologist who is more driven by the knowledge and skill that he possesses and acquires in the course of his job has to be handled with care. The people who are interested in managing the technologist should adhere to a few instructions. This paper concludes by suggesting some useful instructions for the HRM (human resource manager) who manages the technologist.
