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of advantage of the firm could be the position in the market but what values it different from competitors could be the 'differentiation or low delivered cost' (Porter et al, cited in Fahy, 2000). Barney, cited in Clulow et al, (2003) has identified 'value, rareness, inimitability, and non-substitutability' that advantage creating resources should posses.

Alvesson et al, cited in Majeed (2009) refers human capital as the individuals' capability or knowledge accumulation in an organization and defines knowledge intensive firms as a firm where work is of an intellectual nature and where well qualified employees form the major part of the workforce. To achieve competitive advantage in human capital, knowledge must be passed on to others and to make this possible leaders should have an excellent vision. The characteristic of a knowledge worker as defined by Rupp et al, cited in Majeed (2009) is one who can collect, develop, process and apply information that results in the organization's profitability. Oltra, cited in Majeed (2009) is of the premise that in a rapid and competitive industry, knowledge and human resources are the key forces of competitive advantage and the success of any organization would depend on how they manage knowledge and enhance the human capital capacity. Competitive advantage according to Barney as cited in Majeed (2009) can be sustained depending on the resources of the human capital and this is what makes organizations 'inimitable and non-substitutable'. However, there could be a mismatch between personality and job performance, due to the organizational policy towards pay, lack of training and decision making autonomy (Govindarajan et al, 1984). Leaders, therefore, should address and resolve the perception of knowledge worker's development. Smith et al, cited in Majeed (2009) opines that the success or failure factor of knowledge management depends on how the company manages and motivates its employees.

Managers are resorting to HRM functions and HR practices to capitalize on their knowledge worker's skills and capabilities in order to develop the core competencies of the firm. High Performance Work Systems (HPWS) also referred as high committed or high involved organizations, as defined by Huselid, cited in Shih et al (2006), is a set of separate but interconnected HRM practices constituting components such as 'comprehensive recruitment and selection procedures, compensation and performance management systems, employee training and development' to name a few which enhances employee performance thereby improving attitudes and motivation. Research findings reveal that firms using HPWS not just bring about capabilities of employees that lead to competitive advantage, but also, have less turnover and increased productivity and performance (Huselid, cited in Denton 2006). Human Resources Management has advanced not only in a micro level in terms of individual productivity, attitudes and retention, but also, on a macro level as being a strategic partner in the organizational level (Wright et al cited in Chen et al, 2009).

Even though different firms have diversified work arrangements they all follow a set of core HR practices that lead to superior performance. Job infrastructure and Job security are 2 such categories that lead to better performance. Job infrastructure relates to the knowledge worker's workplace arrangements that provide them with the means and tools to do the job本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。