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Identity fallout: The draining effects of technological and economic change on newspaper journalists
Unformatted Document Text:  IDENTITY FALLOUT 6 2009b; Sylvie & Gade, 2009; Wiesenfeld et al., 1999). Journalists also have had to adjust their work routines to include technology— nearly all news professionals in a European study said they had modified their days to include elements of new technology (Oriella PR Network, 2009). Almost half said they produce more content in their jobs today. Despite the increased demand to produce news across a variety of platforms, relatively little training has been offered for these skills (Oriella PR Network, 2009; Williams, Lynch & LeBailly, 2009). More than half of the journalists in a study of American newspapers had not received any digital production training in the past year, and one-quarter said they had never received training (Williams et al., 2009). Journalists in a multinational research project were concerned that future budget constraints, coupled with those they were already facing, would limit the technology available to be effective storytellers (Schmitz Weiss & Higgins Joyce, 2009). Workers may interpret this lack of resources and training as a signal that managers do not value these skills and, thus, the journalists believe the digital activities are not important aspects of their jobs. The journalists also may feel that being required to take on “extra” work amounts to a statement that management does not value the duties they already were performing, which jeopardizes their standing in the organization (Deuze, 2008). Journalists who do not feel their employer values their work are less likely to enjoy their work (Beam, 2006). These changes in journalists’ work conditions can lead them to develop negative feelings about the organization and to believe the company has unfairly changed its expectations of them, or that the company has not fulfilled its obligations to them, resulting in lower organizational identification.

Authors: Hinsley, Amber.
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2009b; Sylvie & Gade, 2009; Wiesenfeld et al., 1999). 
Journalists also have had to adjust their work routines to include technology—
nearly all news professionals in a European study said they had modified their days to 
include elements of new technology (Oriella PR Network, 2009). Almost half said they 
produce more content in their jobs today. Despite the increased demand to produce 
news across a variety of platforms, relatively little training has been offered for these 
skills  (Oriella PR Network, 2009; Williams, Lynch & LeBailly, 2009). More than half of 
the journalists in a study of American newspapers had not received any digital 
production training in the past year, and one-quarter said they had never received 
training  (Williams et al., 2009). Journalists in a multinational research project were 
concerned that future budget constraints, coupled with those they were already 
facing, would limit the technology available to be effective storytellers (Schmitz Weiss 
& Higgins Joyce, 2009). Workers may interpret this lack of resources and training as a 
signal that managers do not value these skills and, thus, the journalists believe the 
digital activities are not important aspects of their jobs. The journalists also may feel 
that being required to take on “extra” work amounts to a statement that 
management does not value the duties they already were performing, which 
jeopardizes their standing in the organization (Deuze, 2008). Journalists who do not 
feel their employer values their work are less likely to enjoy their work (Beam, 2006). 
These changes in journalists’ work conditions can lead them to develop negative 
feelings about the organization and to believe the company has unfairly changed its 
expectations of them, or that the company has not fulfilled its obligations to them, 
resulting in lower organizational identification.

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