LAGOS STATE UNIVERSITY (LASU), OJO

Post Graduate School

Faculty of Communication and Media Studies

NAME
AKINBULEJO EMMANUEL
PGD NUMBER:
PG221673882653

COURSE CODE AND TITLE:

MAC 821 Station Operations and Management

PROGRAMME
MSC

TOPIC:
HUMAN RESOURCES MANAGEMENTS IN BROADCAST STATION

LECTURER IN CHARGE
DR. ABIOLA SAHID

CONTENTS
1. BACKGROUND OF HUMAN RESOURCE MANAGEMENT IN BROADCAST STATION
i. Introduction
ii. History
2. MEANING OF;
i. Management
ii. Broadcast Stations
III. Human Resource Management
3. FUNCTION OF MANAGEMENT
a. PERSONNEL SERVICES
i. Examples of personnel that make up the management of broadcast station.
ii. Their roles
b. PLANNING
c. RESOURCE MANAGEMENT
d. MOTIVATION
4. Conclusion & References
 INTRODUCTION
Human resources Management In Broadcast Stations (HRMBS) focuses on how to ensure that every broadcast
Stations being radio, television or any organization is able to achieve success through people.[5] HR professionals
manage the human capital of an organization and focus on implementing policies and processes. They can
specialize in finding, recruiting, selecting, training, and developing employees, as well as maintaining employee
relations or benefits. Broadcasting is a global phenomenon. As an essential aspect of any nation’s social and
cultural life, its significance cannot be overemphasized. Combining audio, vision and motion, the broadcast
media’s effectiveness in communicating information with speed and accuracy to heterogeneous audiences has
been proven over the years. Moreover, the broadcast media have helped the individual to share ideas not only
within his immediate environment but also beyond his social milieu. So that by means of broadcasting the
individual can partake of ideas and experiences that can enrich his life and help him live in a complex, dynamic
and humane society. Now students have a great opportunity to enhance their knowledge through accessing the
Internet. All the information in all topics is far beyond one touch of a button. Therefore, to succeed in today’s
broadcast market, station managements must approach their tasks with a new mindset (Albarran, 2002, 2010;
Nwachukwu, 2005).
HISTORY OF HUMAN RESOURCE MANAGEMENT IN BROADCAST STATION
The human resources field began to take shape in 19th century Europe. It was built on a simple idea by Robert
Owen (1771–1858) and Charles Babbage (1791-1871) during the industrial revolution. These men concluded that
people were crucial to the success of an organization. They expressed the thought that the well-being of employees
led to perfect work; without healthy workers, the organization would not survive.[7][need quotation to verify]
HR emerged as a specific field in the early 20th century, influenced by Frederick Winslow Taylor (1856–1915).
Taylor explored what he termed "scientific management" (sometimes referred to as "Taylorism"), striving to
improve economic efficiency in manufacturing jobs. He eventually focused on one of the principal inputs into the
manufacturing process—labor—sparking inquiry into workforce productivity.[8]
Meanwhile, in England, C S Myers, inspired by unexpected problems among soldiers which had alarmed
generals and politicians in the First World War of 1914–1918, co-founded the National Institute of Industrial
Psychology (NIIP) in 1921.[9] In doing so, he set seeds for the human relations movement. This movement, on
both sides of the Atlantic, built on the research of Elton Mayo (1880-1949) and others to document through the
Hawthorne studies (1924–1932) and other studies how stimuli, unrelated to financial compensation and working
conditions, could yield more productive workers.[10] Work by Abraham Maslow (1908–1970), Kurt Lewin
(1890–1947), Max Weber (1864–1920), Frederick Herzberg (1923–2000), and David McClelland (1917–1998),
forming the basis for studies in industrial and organizational psychology, organizational behavior and
organizational theory, was interpreted[by whom?] in such a way as to further claims[when?] of legitimacy for an
applied discipline.
MEANING OF MANAGEMENT
Managementcan be said to be the process of utilizing human and material resources effectively in order to achieve
organizational goals, aims and objectives. The process entails the providing of suitable environment that helps to
effectively harness the potentials of people working in an organization and making use of such potentials in order to get
a particular result or laid down goal.

MEANING OF BROADCAST STATION

A broadcast station is an organization saddled with the responsibilities of disseminating information, ideas,
entertainment and news to a large heterogeneous and scattered audience.

A broadcast station can either be radio broadcast station which transmits basically audio signals and television broadcast
station which transmits both audio and visual signal also known as audio-visual signal. It is the responsibilities of the
broadcast stations to provide programmes that suits their listeners and also broadcast such to its audience.

Now that we know what management and broadcast station is, we move into the discussion of the day which is the role
of management in broadcast station.

MEANING OF HUMAN RESOURCE MANAGEMENT

The strategic and coherent approach to the effective and efficient management of people in a company or
organization such that they help their business gain a competitive advantage.
FUNCTIONS OF MANAGEMENT IN BROADCAST STATION
a. PERSONNEL SERVICES
A broadcast station without a properly constituted management team can be likened to a ship without a compass
or a captain. It is certain that the goal, aim and objective of such broadcast station cannot be met. This simply
means for a broadcast station to operate effectively and professionally, a good management team must first of all
be put in place. A management team is headed by a manager and in the context of our study managers in
broadcast stations are called the broadcast managers. A broadcast manager works at either a television station or
radio station, managing the day to day operations of the station. The broadcasts manager works behind the
scenes, ensuring that the broadcasts station run smoothly and that the administrative duties at the station are
performed correctly. He or she ensures that various departments carries out their activities effectively and
efficiently in order to achieve the laid down goals and objective of the broadcast station.
Television and radio studios have numerous employees who either sit in front of the camera or speak into the
microphone in addition to those who work behind the scenes. A broadcast manager helps oversee the job
functions that everyone at the station performs, like a manager at almost any other type of office. The manager of
the television or radio station also manages the stations relationships with other organizations, such as advertisers
or the corporation that owns the station.
Management Team
This team comprises of people or groups which plan, organize, supervise, monitor, and coordinate the different
areas of the organization for the purpose of achieving defined organizational objectives. The main issue of
management concerns managing resources, such as finance and human capital. Corporate management generally
involves balancing risk and profitability, while attempting to maximize the station’s wealth and the value of its
stock. With regard to finance, for example, this generically entails three interrelated decisions. In the first,
investment decision, management team must decide which projects to undertake. The discipline of capital
budgeting is devoted to this question, and may employ standard business valuation techniques or even extend to
real options valuation. The second, financing decision, relates to how these investments are to be funded: capital
here is provided by shareholders, in the form of equity, creditors, often in the form of bonds, and the station’s
cash flow. Short-term funding or working capital is mostly provided by banks extending a line of credit. The
balance between these elements forms the station’s capital structure. The third decision, dividend decision,
requires management to determine whether any unappropriated profit is to be retained for future investment/
operational requirements, or instead to be distributed to shareholders, and if so in what form (Albarran, 2002,
2010; Miller, 2005; Meyer, 2011).

Most commercial stations are owned independently, but many are either affiliated with a network or are owned-
and-operated (O&O) by a network. Another form a station may take is non-commercial educational (NCE) and
is considered public broadcasting (Johnson, 2011). To avoid concentration of media ownership of stations,
government regulations in most countries generally limit ownership of stations by networks or other media
operators, but these regulations vary considerably. Some countries have set up nationwide networks (eg, NTA,
FRCN, ABC), in which individual stations act as mere repeaters of nationwide programmes. Here, the local
station has no local identity and, from a consumer’s point of view, there is no practical distinction between a
network and a station, with only small regional changes in programming, such as local news.

This section is divided into two: the board of directors and upper-level management personnel. Even though the
two categories seemed to have clear identities of their own, you must understand that they are not mutually
exclusive; they are actually intertwined, such that a closer look might tend to ‘confuse’ you that the two are one
and the same— since in most organizations, members of the upper-management level are often members of the
board.

Board of Directors/ Governors

Generally, the board of directors comprises a group of directors (both executive and nonexecutive) elected by
stockholders at the annual general meeting of a company to supervise the running of that company. Executive
directors are managers of a company, working full-time and with salaries paid by the company. Nonexecutive
directors have no management position and are likely to look after the affairs of the company on a part-time
basis. By this arrangement then, the board of directors of a company is often regarded as the highest decision-
making body of that organization.
Whether in media stations or other organizations, the top managers of a corporation are appointed or dismissed
by a corporation’s board of directors, which represents stockholders’ interests. However, in practice, the board
of directors is often made up of people who were nominated by the top managers of the company. Members of the
board of directors are elected by a majority of voting stockholders, but most stockholders vote for the nominees
recommended by the current board members. Stockholders can also vote by proxy—a process in which they
authorize someone else, usually the current board, to decide how to vote for them. In a government-owned
station, however, the board of directors are often elected or selected by the government of the day. In other
words, the board is mainly constituted by political appointees. Of course, in a government institution, politics
cannot ever been ruled out (NASBA, 2010; Joseph, 2010; Baudino et al., 1997; Miller, 2005; Meyer, 2011;
Bateman and Zeithaml, 2010).
Upper-Level Management Personnel
This group consists of managers, directors, executives and certain senior officers who may come in different
nomenclatures. The general manager or managing director— whichever is used could be mainly due to
nomenclature— is often the most senior manager of a company. He is responsible for the day-to-day running of
the company, but has a seat on the board of directors. The managing director may also be the chairman of the
company, but in large companies, the role of chairman is usually separate from that of managing director. The
GM oversees all the departments and is, therefore, held ultimately accountable for all the decisions taken in the
station. The general manager or GM is in charge of guiding the people who run the individual departments. The
GM is responsible to the company’s board of directors (Albarran, 2010; Bateman and Zeithaml, 2010;
Schlesinger and Schlesinger, 2003).

While the general manager runs the entire operation of the radio station and can be considered its ‘business
arm,’ he is generally not involved in the station’s day-to-day operation, but is responsible for hiring many of the
other station management personnel. A station manager is the chief operating officer of the station. In large
stations, he is quite different from the GM. The station manager must have effective personnel management skills
and a thorough knowledge of all aspects of broadcast operation.

The general sales manager is the person who hires and supervises the sales staff, reviews programming for the
best sales opportunities, develops sales plans and goals, oversees billing, studies and understands the station’s
market and approves all sales promotion campaigns. Some stations have multiple levels of sales managers,
including national, regional and local sales managers who focus on various aspects of sales. A general sales
manager is responsible for producing all advertising revenues for a station and for hiring, training and
supervising the station’s sales staff. A sales manager generates revenue for the station through working with the
station manager to determine revenue goals, then developing and implementing sales and marketing strategies to
achieve them (Joseph, 2010; Bateman and Zeithaml, 2010; Gibson et al., 2009).
A finance or accounts executive of a station sells advertising time and works closely with businesses to help them
market themselves to the audience. He is also responsible for planning and monitoring the station’s financial
year. Ultimately, how the station fares financially, with regard to accounting and book-keeping rests on him. The
account executive is the representative of the station who solicits advertising from commercial business. He
develops working relationships with local business leaders and with local advertising agencies and client
representatives (Day, 1999). In some stations, the account executive is another name for a salesperson who works
for the sales manager. He produces revenue primarily through the selling of airtime to local businesses and other
sponsors. Once the client is secured, the account executive works with them to develop a marketing strategy
through the development of advertisements or ‘spots.’

The news director runs the news department, assigning stories to reporters, monitoring the wire service and
identifying the important news issues within the community.

The sports director is similar to the news director’s position. Sports directors often handle the play-by-play
coverage of local sporting events.

The production director assigns announcers, schedules studios, arranges recording sessions, produces
commercials, and directs programmes.
The promotions director promotes the station’s image, programmes and activities. The director works closely
with the programme director to create on-air promotions and also with the sales department in securing new
clients and maintaining current advertisers (Meyer, 2011).

The programme director is responsible for the entire on-air product, and he governs the audiovisual or sound of
the station. With control over production, talent, work schedules, and programme schedules, the programme
director’s objectives support the goals of the general manager and the general sales manager. The programme
director or programmer has a large role, and often the sole responsibility, for the content that goes out over the
airwaves. In some stations, programmers may select the music/ music video that is played. He will also hire the
on-air talent and determine their schedules, as well as determine when other programmes such as news or sports
will be aired.

The traffic director collects data from other departments in order to prepare a minute-by-minute schedule for
the broadcast day. The traffic person is the daily link between the sales department and programming
department, keeping up-to-date commercial time availability. However, in small stations, especially in developing
countries, this position is often considered subsumed in the programme director.
In radio broadcasting, the music director manages the station’s music library and works with the programme
director in selecting new recordings to be played as they are submitted by record companies (NASBA, 2010;
Albarran, 2002; Bateman and Zeithaml, 2010).

Some large organizations have a business manager, who is responsible for all financial transactions. Business
managers are generally expected to have extensive professional background in accounting and financial
management.

Some stations have a community relations director, who plans, coordinates and executes station’s services and
programmes that are developed to respond to the needs of the community.

Also, the chief engineer of a station is often a directorate position, as he heads the technical staff.

Departments in a Station
Grouping related functions into manageable units to achieve the objectives of the enterprise in the most efficient
and effective manner is called departmentalization. A variety of means can be utilized for this purpose. The
primary forms of departmentalization are by function, process, product, market, customer, geographic area, and
even matrix. In most broadcast stations, these are based on functions. That is, a department is a section or
division in a station that has its unique function; it is often responsible for dealing with a specific area of the
station’s administration. All departments in a station impact how a programme content is presented on the air;
they are also responsible for how money is generated to keep the media organization going. As pointed out above,
the departments of a station depend on the size of the market served. But common departments include
administration, production, engineering, news, marketing/sales/promotion and finance or accounts.

Administration
Each station has a chief operating officer, often referred to as the general manager (GM), who is responsible for
the business affairs of that station. The GM manages the business strategy for the station, sets budgets, ensures
compliance with the laws that govern broadcasting, and generally serves as the team leader for station employees.
In broadcasting generally, the GM often ascends to the job from the advertising or sales department— one
argument for this is that ‘it is because he ensures that the station is profitable’ (Albarran, 2010). The
administration department also can include a station manager (like a second-in-command), a business
manager/controller, a human resources manager and various executive assistants. Regardless of each station's
organizational nuances, all departments ultimately answer to the administration.

Production
The production department puts on air what the news department creates. Production departments often include
a director, technical director, audio operator, master control operator and camera operators. This department
handles all production and post-production activities, from location recording to studio editing. Productions
personnel include wardrobe person (TV) who sees that talents have clothes appropriate to the story and script;
audio director or audio technician (who arranges for the audio recording equipment, sets up and checks
microphones, etc); continuity secretary (who makes notes on scenes and continuity details); electronic character
generator operator (TV), who programmes opening titles, subtitles, and closing credits into a computer-based
device that inserts the text over the video; and editors, who use raw recordings to blend the segments together
into one production (Day, 1999; Gibson et al., 2009; Fisher, 2007).

Finance
The financial department is that part of a media house that manages its money. The business functions of the
finance department typically include planning, organizing, auditing, accounting for and controlling the
company’s finances. The department also usually produces the station’s financial statements. According to Meyer
(2011), Albarran (2002) and Bateman and Zeithaml (2010), the manager responsible for overseeing the financial
activities of a station is the finance director (FD) or other nomenclature. The FD’s duties include financial
planning and monitoring of cash flow. He analyzes the station’s financial strengths and weaknesses and suggests
plans for improvement. He is similar to a treasurer or controller in that he is responsible for overseeing the
accounting and finance departments and for ensuring that the company’s financial reports are accurate and
completed on time. The FD reports to the General Manager, but has a major say in the station’s capital structure,
investments and how the station manages its income and expenses.

Sales/ Promotions/ Marketing and Traffic

The public may recognize anchors and reporters from the newscasts, but they do not actually make the station’s
money. The people who work with advertising truly keep the station afloat, especially if they are good at what
they do. A general sales manager or director of sales leads the sales/promotion/marketing department responsible
for bringing in new advertisers and keeping existing clients. Some stations have a marketing director who
develops nontraditional ways of generating revenue, such as a sponsored segment during a newscast. More and
more stations are now looking at nontraditional revenue sources and hiring sales representatives who focus on
Internet advertising and event marketing revenue streams.

The sales department generates revenue for the station by getting companies to buy commercial spots. Some
other stations operate separate promotions department, which works with companies that buy commercials,
creating a concept for the commercial and editing it to create an on-air product (Joseph, 2010; Miller, 2005;
Meyer, 2011 and Day, 1999). Employees in the promotions department also create commercials to advertise the
station. The sales and marketing staff is responsible for generating revenue for the station. The majority of this
comes via on-air advertisements, and employees like the general sales manager, national sales manager, local
sales manager and account executives are charged with generating sales leads, delivering sales presentations and
closing deals.

Part of a station's image comes from its news and sports programming. For the overall brand image and on-air
style, the creative services department or the promotions department handles a station’s identity and
‘personality.’ This comes in the form of on-air promos for shows or featured news stories, events in the
community or even advertisements placed in other media. Working under the creative services director (or
promotions director), a team of writers, producers, editors, art directors and graphic artists gives a station its
visual style. Some of the key functions in this department come from contract workers, such as makeup artists
and announcers.

An effective sales staff must have audiences to deliver to advertisers. Generating audiences is one of the primary
functions of the promotions or creative services department. No electronic media enterprise can become
complacent about its share of the market; there are simply too many alternatives available to audiences. For a
total marketing effort to succeed, companies need good promotional campaigns and strategies. Promotions
remain strategically important to electronic media management as competition for audiences has intensified.

Engineering
Broadcast stations must maintain millions of dollars of complex, digital equipment. That task falls to the
engineering department, often led by a chief engineer (or a director of broadcast operations and engineering).
This person not only leads a team of trained technical staff to maintain the existing equipment, he also keeps an
eye out for new equipment in which the station might want to invest. Within this department, depending on the
station, a variety of jobs may exist: building supervisor, camera operators, master control operators,
photographer, tape room operators and others. The engineering department generally takes care of the technical
aspect of a newscast and the station itself. When something breaks, they are the people employees in other
departments call on. The department is the most capital-intensive in broadcasting. In Nigeria and other
developing countries where power supply is so erratic that it national grid or public power supply is relegated to
the position of supplementary provider, the work of this department becomes much more demanding and
difficult. In fact, some stations in such operating environment do not connect their studios to the public power
supply at all.

The chief engineer, communications engineer, webmaster, assistant engineer and satellite operator work together
to ensure the technology of the station is up-to-date and in working order. The chief engineer is responsible for
the technology necessary to put the station’s broadcast on the air. The engineer works to maintain broadcasting
capabilities and provide quick solutions to problems that may arise with the transmitter, tower, satellite receiver
and other related equipment.
Maintenance engineers are responsible for the repair, maintenance, installation and modification of all of the
electronic equipment in the station.

Studio engineers are responsible for operating all of the equipment necessary for the production of a programme.
This includes the studio cameras, the audio console, studio lighting, the video switcher, and in some stations, the
character generator and the electronic still-storage graphics display equipment.

A master control/videotape engineer is responsible for operating the videotape recording and playback
equipment for live programmes and during commercial breaks in network and taped shows.

Public Relations and Community Affairs

Much like creative services/promotions, the public relations (PR) or community affairs department must help
craft the station’s image. However, this has more to do with perceptions of the general public than those of
viewers or potential advertisers. The station’s PR director— also called a community relations manager or a
public service director— speaks for the station to other media. This function is sometimes contracted to outside
PR firms. This department also involves the station in community events and organizations through
sponsorships, advertiser tie-ins or appearances at public functions. Depending on the station, the PR department
may handle requests for station staff to speak at events.

News
The news department gathers, writes and edits the stories for daily newscasts. The department consist of several
job titles, including news director, assignment editor, executive producer, producers, reporters, anchors and
photographers. Each position is important to providing quality news programming. The department deals with
news stories, illustrations, and features. The news staff of a major television station usually include newscasters,
reporters, editors, photographers and artists. Most modern stations even in the developing countries now
supplement the work of their news staff with contents provided by news organizations, called wire services, such
as Reuters and NAN, or other news agencies (NASBA, 2010; Bateman and Zeithaml, 2010; Day, 1999).

Reporters gather information about newsworthy events and write stories that describe them. They also go about
with tape recorders and cameras to record such events. Some reporters routinely monitor particular areas of the
news, such as the National Assembly, government house, the police department, or the Supreme Court. Generally
in media parlance, these are called correspondences. General-assignment reporters cover a wide variety of news
events. Investigative reporters search out and expose corruption in government, business, labour, education, and
other sectors of the society and economy. Many reporters cover only daily events—meetings of a local
government council, press conferences, fires, and accidents—while others work for weeks to develop in-depth
analysis of particular events of note.

Next to engineering, news may represent the single largest expense to TV stations (Albarran, 2002; 2010). But
news programming often provides the sales team with its biggest inventory of advertising time to sell. At the top
of the newsroom is the news director, who sets the journalistic and production standards of the operation. The
objective is to create the best newscast possible to draw the largest audience, get the highest ratings and, in turn,
sell advertising time at a premium. Supporting the news director in many stations are an assistant news director,
managing editor, writers and interns.

Newsrooms use their assignment desk as a tactical hub, responding to breaking news and keeping organized with
assignment editors and planning editors (or futures editors). Some stations also have a special projects unit or
investigative team that works on more complex pieces, rather than day-of-air news stories. The control room
team, responsible for the technical production of live newscasts, may fall under engineering but work in or near
the newsroom. And of course, plenty of on-camera staff are within this department, including anchors, reporters,
meteorologists and sportscasters--many of whom do more than one job on camera.

EXAMPLES OF PERSONNEL THAT MAKES UP THE MANAGEMENT OF BROADCAST STATION &

THEIR ROLES
Station Managers, Editors, Engineers, Broadcasters, Disc jockeys, Broadcast journalist, News reporters, News
writers, Producers, Secretaries, Drivers,
Security arm, Cameramen, Account executives, Announcers, Technical directors, Program directors.

NEWS ANCHORS:
Present news stories and introduce videotaped news or live transmissions from on-the-scene reporters.
THE PRODUCER:
Works initially with the client to identify the product’s intended purpose, objectives and audiences and define
the parameters within which it must be designed
STATION MANAGER:
Are responsible for the day-to-day running of the stations - leading the management team to ensure they meet
the key objectives of the station in terms of output, audience, or revenue.
CAMERA OPERATORS:
 Operate television cameras and related equipment to record news, live events and television productions. They
use specific cameras, lenses and lighting techniques to create a desired look to a television show or newscast. They
sit or stand behind the camera lens and try to compose moving pictures.

OPERATING VISION:
Control and/or switching equipment
This is an operational role in which the TD (Technical Directors) is part of the production crew. The TD takes the
position of vision switcher or CCU controller.
In addition, the TD monitors the technical aspects of all video sources — gain levels, chroma phase, synch timing,
etc. It is the TD's job to ensure all vision sources are maintained at "broadcast quality" (however this is defined
by the production house).
Technical/engineering management and support
In this situation the TD oversees the technical aspects of a production. Duties can include:
Planning the technical aspects of a production, ensuring equipment is ready and technical checks are completed
before production begins.

 Assisting with camera settings, lens choices, etc.

 Assisting with equipment changes and modification.
 Responding to equipment failure, fixing problems or finding work-arounds.
 Train staff on equipment use, safety, etc.

b. PLANNING
This is one of the important functions of management in broadcast stations. For an organization to achieve its
aim and objective, proper planning must be given attention.

Resources required for a smooth running of an organization are limited therefore it is important for broadcast
managers to make judicious use of the limited resources in a way that the aims, goals and objectives of the station
are achieved. This simply means that wastage must be reduced to its barest minimum or totally wiped out.

The planning process includes staffing. This is also a major function of broadcast managers. He or she must
ensure that the best hands available are employed to work at the broadcast station. He or she must ensure that
qualified people are recruited to handle the affairs of the station.
Also in the area of equipments, the best equipments available must be purchased in order to put the station in a
proper position among its contemporaries. Latest broadcast equipment will help the strength and quality of
programmes produced the station.
The station should source and plan programmes and activities that will endear it to its community and this will
promote profitability
Planning also should include providing avenue for optimum staff performance, which should include training
and re training of staffs and also provisions of adequate welfare packages.
c. RESOURCE MANAGEMENT
There are three basic broadcast resources that must be efficiently managed in order for a broadcast station to get
the respect and in turn followership of its audience.
They include:

 HUMAN RESOURCES
 MATERIAL RESOURCES
 FINANCIAL RESOURCES
HUMAN RESOURCES
This represents the broadcast personnel that are essential for the smooth running of any broadcast organization.
A broadcast station cannot function without specific people handling specific functions. The human resources
must be balanced in both qualification (education) and skills.
A good atmosphere must be created in order to get the best out of the station personnel. Every member of the
management team must be carried along with respect. No member of the management team must be looked down
upon no matter the position he or she holds.
In recruiting for the broadcast station, it is important to source for the most qualified personnel to handle specific
duties. Also employing people that are skilled in different areas of broadcasting should be the concern of the
broadcast station because this will help reduce the cost of employing three people when a person can actually
carry out these duties effectively.
This will improve the quality of programmes produced and disseminated to its audience.
Also constant on-the-job training is essential for the growth of the broadcast stations. This will help update the
skills of the broadcast personnel for optimum performance
Broadcasters have to be properly motivated due to the fact that broadcasting is time consuming and exhaustive in
nature. They should be well compensated by paying their salaries as at when due and also recognising hard work
encouraging them with awards, incentives, pay rise, job promotion and so on. An enabling environment must be
provided to promote job satisfaction.
This aspect requires a lot of consultation with professionals in the field. Procurement of equipment must be done
in a way that equipment bought will be able to carry out the functions of producing programmes and
disseminating programmes. Expert needs to be employed in order to know the exact type of equipments that will
suit a broadcast station.
As we all know, broadcast equipments are very expensive and they require the service of highly skilled engineers
and technicians to service and maintain them.
Broadcast equipments include:
Transmitter, Masts, Antennas, Cameras, Microphone, Audio video mixer or console, Sound system, Editing
machines, Acoustically treated studios

FINANCIAL RESOURCES
A good management must look for ways to provide funding for the running of the broadcast station. Equipments
needs to be purchased, maintained and serviced, salaries must be paid, programmes must be produced. All these
can only be realised when there is a stable source of funding for a broadcast station. Many stations seize to exist
anymore due to lack of funding or mismanagement.
The financial resources of a broadcast station are derivable from the following.

 Subvention from government which most time is not enough for the government owned broadcast
stations to operate effectively. Its either it is delayed or it is not enough or at timers it is not available.
This makes it tedious for government owned stations to compete with privately owned stations.
 Spot announcement
 Programme sponsorship
 Joint venture promotions. The drive for financial solvency and organizational survival has led to joint
venture promotions between broadcast organization and their external public. Broadcast stations have
sponsored film productions, promotions and exposition to make ends meet.

MOTIVATION
A good broadcast manager must be interested in the overall welfare of his employees as well as the stations
audience
The extent of his concern for personal development of staff will determine his success or failure as a leader.
It is important for a manager to show appreciation for good work. Employees appreciate their bosss interest in
their personal growth and development.

CONCLUSION
This topic covers up the role of HUMAN RESOURCE MANAGEMENT IN BROADCAST STATIONS, by
telling us individual who affect the process involved in broadcast. Most especially in every successful media
organization radio, television or advanced media there must be a human resources management to regulate plans
and working towards the stations target among his peripherals is achieved. Again it tells about individual
contribution in terms of programs and events to the targeted audience as we were told earlier on. Success comes
from team work.

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BROADCAST MANAGEMENT AND PROGRAMMING BY OLUFEMI ONABAJO PhD
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