Abstract
The present study aims to examine the relationship of high
performance work practices (training, empowerment and
rewards) with employee performance in their media organization
in the context ofCOVID-19 pandemic. Three HR practices
(training, empowerment and rewards) are examined in a crosssectional sample of 334 male and female media workers by
recording responses using self- reported questionnaires.
Structural equation modeling is used to analyze the responses.
Social exchange theory is used in order to explain the relationship
of loyalty between organization and worker. The results show a
weak relationship of the selected high performance work
practices of media employee during COVID-19. Empowerment is
having negative relationship with performance that nullifies the
existing evidence. The media organizations have to re-think about
the work practices being used in the organizations for achieving
better performance. Training and reward regarding using
organizational resources may also be considered as a remedy.
Using organizational resources and time appropriately with
develop trust among the employer and employees thus fostering
performance. The fourth industrial context which is the
implementation of science and technology in every field is
considered for examining the linkages. The final result indicates a
weak relation among the media employee because it leads
towards the misuse of empowerment. Therefore proper check and
balance is recommended before empowering the employees of
media houses. This is because the workers may have more
inclination towards availing benefits of technological revolution
especially during a recent pandemic of COVID-19.
Mohsin, Taha Shabbir, Masroor Khanum. (2020) Media Employee Performance and High Work Practices (A Special Context toCOVID-19), Journal of Media Studies, Volume-35, Issue-2.
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