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Introduction:
To begin with, the term creativity has now successfully managed to replace the term cultural especially in the United Kingdom. The creative industries all across the globe act as an umbrella for innovation, autonomy and flexibility (Boden, 1992). According to Simonton (1988), the concept and theory of strategic planning and operational efficiency are no more measurable in creative industry and the competitive advantage is totally dependent upon thinking unique and innovatively.
It is now just difficult but quite challenging to define the term creative industry; however, a simple definition would be production if symbolic goods i.e. images, experiences and ideas in the domains where value is totally dependent upon the meanings and the way society and users interpret a product (Weisberg, 1993). A creative industry functions around the views of end users which include reader, viewer, audience and consumer. Further, the return on investment in creative industries is usually low and therefore, should not be measured (Weisberg, 1993).
According to Boden (1992), the purpose of creative industries is to develop new theories and ideas which help differentiate human intellect from the capabilities of smart machines. The creative industries include several sub-industries like the performing arts, music, radio, television, computer services, software tools etc. With primary focus on innovation and value, all these are these firms encourage thinking out of the box to come up with unique and effective products (Novitz, 1999). For instance, the easy tone brand launched by Reebok is highly innovative and effective. The product looks stylish, helps ladies to tone their shape and is also cost effective. And the effort that went into its production is creative thinking, industry awareness, consumer need analysis and technology to produce.
Through the medium of this essay, an attempt has been made to explore the human resource management challenges faced in this industry and the way they can be effective managed. The section below first highlights the concept of Human Resource Management (HRM) and this will then be followed by the challenges encountered to manage human resources in creative industry.
Notion of Human Resource Management (HRM):
Boxall (1992) and Legge (1995) hold the view that quite a lot of progressions are now appropriately known allied with HRM. According to Armstrong (1987), HRM has been considered since the beginning stages of 1950s, when there recurrently took place a necessity for rationale grounded supervision along with headship in organizational actions. Additionally, the conception of HRM is primarily a means to boost the superiority of continuation at work for staff members in all work domains. Schuler (2000) asserts that human resource management is an indispensable element of every firm irrespective of size and the products it deals in. It lays high emphasis on the dexterity of managing the staff members of a corporation and requires exceptional knack of human resource supervisors to manage employees. HRM makes certain that apt and proficient rules exist in the firm and encompasses each and every supervision acts together with assertions that have an effect on the type of the association between the recruits on one hand and the organization on the other. Further, seeing that employees carry out a noteworthy role in the enduring achievement of the firm, as a result it is vital to formulate approaches which envelop the employees especially in creative industry.
Considering the fact that creative industry is highly flexible in nature and works around invisible boundaries (Weisberg, 1993), the section below illustrates some of the main challenges associated human resource management in creative industry.