Research On The Management Innovation Of Newspaper Editors In The Context Of Integratio

In recent years,to adapt to the new changes in the media ecology,the domestic newspaper industry in the road of integrated development has been explored in many ways,and has made some progress,but the overall results are not ideal,and is still facing serious constraints of concepts,content,talent,funding and institutional mechanisms.Among them,the problem of talent constraints is more prominent and more critical.In order to better deepen media integration and cure the problem of talent constraints,the newspaper industry must continue to innovate and make breakthroughs in the management of "people",especially in the management of the main body of content production-the interviewer and editorial staff.In view of this,this paper first explains the characteristics of interviewer and editorial staff and the significance of interviewer and editorial staff management innovation for newspaper integration development;then,based on this,it selects newspaper B,which is a typical case in the integration development of domestic newspapers,to analyze the outstanding problems and causes of its interviewer and editorial staff management,and proposes the principles,goals,and possible countermeasures that should be established for interviewer and editorial staff management innovation.Finally,the case study of newspaper B is discussed as a general inspiration for newspaper interviewer and editorial staff management innovation.This paper argues that interviewer and editorial staff is the main body of newspaper content production and has its own distinctive characteristics.The innovation of interviewer and editorial staff management is of great significance to the integrated development of the newspaper industry,The newspaper industry should combine the specific requirements of the Party and the state,based on theories related to human resource management,to achieve a comprehensive innovation in the management of interviewer and editorial staff in order to thoroughly crack the problem of talent constraints.As a representative city newspaper in China,newspaper B has a series of problems that need to be solved in the management of its interviewer and editorial staff :vague job analysis;neglect of human resource planning;failure to fully recruit talents based on the integration and transformation needs of the newspaper;inadequate training in new media business;single performance assessment body,emphasizing "quality" over The performance appraisal body is single,emphasizing "quality" rather than "quantity";the incentive mechanism is not perfect,and the incentive is limited.In response to these problems,B newspaper should enhance the participation of HR department in strategic and transformative activities;introduce professional HR management talents to improve the scientific nature of interviewer and editorial staff management;implement new media editorial job analysis and build a competency model;combine with the integration development strategy,pay attention to and implement long-term HR planning;make full use of the Internet recruitment platform to focus on new media thinking and ability;focus on the level of demand for new media;Pay attention to the demand level of interviewer and editorial staff,and enrich the training methods of new media ability and literacy;draw on the BSC system to conduct dynamic all-round assessment;understand the personality characteristics of employees,and pay attention to team motivation and other motivation methods.The analysis of the existing outstanding problems and management countermeasures of interviewer and editorial staff management of newspaper B can bring some insights to the domestic newspaper industry on how to do a good job of interviewer and editorial staff management innovation in the context of media convergence,mainly including understanding the digital logic and attaching great importance to interviewer and editorial staff management innovation;enhancing the systemic nature of interviewer and editorial staff management based on strategic human resource management;and dynamically adjusting and building a multi-type quantitative and qualitative index system.