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>> QUESTIONS
1. What were the major factors which encouraged the development of knowledge
sharing and innovation at Buckman Labs?
2. How influential were HRM policies around culture, rewards and job design, in
supporting the development of knowledge sharing?
3. How far did the role of HRM reflect the best-practice approach discussed previ-
ously?
4. Compare the relevance of the HRM approaches outlined above (best practice,
best fit, human capital, psychological contract) to the experience at Buckman Labs.
Which of these approaches best explains the ways in which Buckman sought to
make better use of employee knowledge?
We gratefully acknowledge the authorship of Shan Ling Pan in relation to the original
version of this case study.

Summary of Key Learning Points

>> HRM policies have an impact in several areas of management practice which influence
knowledge work directly: rewards, work design, corporate culture and organization
careers.
>> There are a variety of HRM approaches to supporting knowledge work. We have described
them here as best practice, best fit, human capital and psychological contract approaches.
>> The best-practice approach suggests that there is a specific set of HRM policies which are
effective for knowledge workers in all types of organizations.
>> The best-fit approach suggests that HRM policies are only effective in managing knowl-
edge work when they are tailored to fit the strategy and context of the individual
organization.
>> The human capital approach focuses on the long-term development of skills, trust and
personal relationships within the organization.
>> The psychological contract approach emphasizes the knowledge workers’ own views of
the costs and benefits of working for a particular employer.

>> The deployment of HRM policies reflects some employers’ continued dependence on
knowledge workers. Other organizations, however, are seeking to reduce their dependence
by outsourcing and offshoring this kind of work.

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