Human Resource Management in the Media

Abstract

However, there are some studies that specifically focus on functions of HRM in media organizations. Becker, Vlad and Martin (2006) address how changes in the US newspaper labor market has impacted hiring trends. They discovered that large US daily newspapers tend to hire only experienced journalists (Becker, Vlad & Martin, 2006). This trend would suggest that media organizations will have to invest in training if they want to keep a more experienced journalist up-to-date with technological advancements. The main study from JMM that directly addressed SHRM practices was Adams-Bloom's (2009) exploration into high performance work organizations (HPWO) initiatives. This study discovered evidence of HPWO practices (profit sharing, feedback and non-monetary rewards) were more prominent in news organizations then professional development, such as training, advance certification or conferences. Adams-Bloom (2009) concluded "measurement of HPWO success is dependent on demonstrating increases in productivity and profitability" (p. 142). This infers that more research is needed on the how performance can impact productivity. Dekoulou, Pühringer, Georgakarakou & Tsourvakas (2010) elaborated on how an organizational learning culture could improve performance amongst journalists, especially those desiring to attend advanced training. The implications for SHRM were clearly linked to the need to evaluate human resource development practices and engagement; although, studies in the past decade have brought mainstream SHRM conversations into media management literature. Overall, it is evident that media management scholars have many opportunities to advance understanding of how HRM practices can be improved and tailored to the changing environment. Media companies and their employees need to remain adaptive A dynamic media environment is being driven, primarily, by technological influences and change. Media firms need to adapt to this turbulent environment and realign their SHRM policies in accordance with the strategic management of their organization (Shameem & Khan, 2012). Commonly, HR tasks such as recruitment, retention and performance of employees are not industry specific, but competencies of management relating to creative talent management, digital technology that constantly evolve and continuous innovation do influence standard HR functions (Artero & Manifredi, 2016). A central tenet of our discussion is that media firms and their employees need to remain adaptive, particularly as firms that adapt fastest can achieve a competitive advantage over rivals (Oliver, 2016). Research by Reeves and Deimler (2011) and Reeves, Love and Nishant (2012) presented a powerful argument for media firm adaptation. They examined the volatility in the US Media Industry between 2005-2011 and concluded that during periods of turbulence in demand, competition and profit margins, firms that outperformed others did so due to their ability to interpret and adapt to signals of impending market volatility. Their research indicated that DirecTV, Tim...

Entrepreneurial Use of Gamification for Knowledge Sharing inside Organization; A Public Service Media from Middle East

“…In a competitive and unpredictable environment, media companies have to employ organizational sources, such as knowledge, in order to adapt to changes (Roshandel Arbatani et al, 2018;Costello & Oliver, 2018a;Eisape, 2020;Labafi et al, 2017;Murschetz et al, 2020;Nel, et al, 2020;Powers & Zhao, 2019;Roblek et al, 2014;Salamzadeh et al, 2019) and to create organizational value by extracting opportunities (Bali & Zarea, 2018;Khajeheian, 2018;Labafi, 2017;Sharifi et al, 2019;Omar Bali et al, 2020) .…”