Of course, knowledge workers need to be satisfied with their pay, because dissatisfaction with income and benefits is a powerful disincentive. The incentives, however, are different. The management of knowledge workers should be based on the assumption that the corporation needs them more than they need the corporation. They know they can leave. They have both mobility and self-confidence. This means they have to be treated and managed as volunteers, in the same way as volunteers who work for not-for-profit organisations. The first thing such people want to know is what the company is trying to do and where it is going. Next, they are interested in personal achievement and personal responsibility — which means they have to be put in the right job. Knowledge workers expect continuous learning and continuous training. Above all, they want respect, not so much for themselves but for their area of knowledge. In that regard, they have moved several steps beyond traditional workers, who used to expect to be told what to do, although later they were increasingly expected to "participate". Knowledge workers, by contrast, expect to make the decisions in their own area.

From The Near Future, CFO Magazine, Peter Drucker

For most of us, that means learning how to think about employees as investors. The two very best books on the subject of Volunteer Management are:

- The Volunteer Recruitment Book: (And Membership Development)
by Susan J. Ellis
- Volunteers: How to Get Them, How to Keep Them
by Helen Little

 -John Sumser

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