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Controlling "brain drain": Preservi...

Murphy, Thomas J.

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Controlling "brain drain": Preserving intellectual capital in aging civil service organizations.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Controlling "brain drain": Preserving intellectual capital in aging civil service organizations./
作者:	Murphy, Thomas J.
面頁冊數:	108 p.
附註:	Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0986.
Contained By:	Dissertation Abstracts International64-03A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3085733

Controlling "brain drain": Preserving intellectual capital in aging civil service organizations.
Murphy, Thomas J.

Controlling "brain drain": Preserving intellectual capital in aging civil service organizations. - 108 p.

Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0986.

Thesis (Ph.D.)--Touro University International, 2003.

Preserving an organization's intellectual capital due to loss of key employees is a global problem. Much of employee turn over is due to retirement as segments of both the private and public sector experience what has been referred to as the "graying workforce". Although the retirement of critical workers can be forecast, factors such as downsizing, shifting demographics and the age homogeneity of the workforce itself, preclude retaining an organizations strategic tacit knowledge with human resource practices alone (3R's: retention, recruiting, retraining). Controlling "brain drain" requires a greater understanding of the fundamental mechanisms used to create, disseminate and apply knowledge within an organization. Workplace culture and the communication preferences of the workers profoundly affect these mechanisms.Subjects--Topical Terms:

626628
Business Administration, Management.

Controlling "brain drain": Preserving intellectual capital in aging civil service organizations.
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245 1 0 $a Controlling "brain drain": Preserving intellectual capital in aging civil service organizations.
300 $a 108 p.
500 $a Source: Dissertation Abstracts International, Volume: 64-03, Section: A, page: 0986.
500 $a Chair: J. D. Eveland.
502 $a Thesis (Ph.D.)--Touro University International, 2003.
520 $a Preserving an organization's intellectual capital due to loss of key employees is a global problem. Much of employee turn over is due to retirement as segments of both the private and public sector experience what has been referred to as the "graying workforce". Although the retirement of critical workers can be forecast, factors such as downsizing, shifting demographics and the age homogeneity of the workforce itself, preclude retaining an organizations strategic tacit knowledge with human resource practices alone (3R's: retention, recruiting, retraining). Controlling "brain drain" requires a greater understanding of the fundamental mechanisms used to create, disseminate and apply knowledge within an organization. Workplace culture and the communication preferences of the workers profoundly affect these mechanisms.
520 $a Within a medium size civil service organization research found a decided preference for face to face human knowledge transfer even when other forms of well established explicit knowledge transfer conduits were available. Research also identified a profound worker preference for training/knowledge sharing in work center or project team sized groups. Influences such as knowledge validity considerations, risk avoidance and time constraint barriers to knowledge transfer were explored but could not be correlated with such things as worker preferences for knowledge transfer conduit. Lastly worker knowledge transfer preferences were evaluated relative to years of experience and department work assignment and no evidence could be found that these factors affected KT conduit preferences.
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