High Performance Work Organization (HPWO) Initiatives in Television News Operations

Abstract

The “high performance work organization” (HPWO) concept proposes that greater employee involvement in decision making and greater ability for workers to control their reward structure lead to more efficient workplace procedures, as well as happier workers. Although this sociological model has been studied in a variety of industries and work settings, its examination in the media industries has been limited. In seeking to fill that gap, this study undertook an e-mail survey of workers in television news to determine which, if any, HPWO initiatives stations were using and how effective they were. Findings indicate that profit sharing, in-house training, and suggestion systems were more likely to be offered than cross-training, job rotation, outside training, or merit-based pay, indicating that the HPWO initiatives that require little investment of time or money are the most likely to be offered by television stations. Station ownership patterns were not significantly correlated to presence of HPWO initiatives, and market size was only significantly correlated to 2 HPWO initiatives—outside training and profit-sharing programs.

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