The research in this study will inform auto-ethnographic practice on a remote video game project. This study will recognise the lack of current policy and resources for remote working in the video game industry, to create an informed text of best practices and guidelines. This study will ask such questions as: ‘What are the key concerns of the remote worker?’ and ‘How does governmental policy effect remote working?’. and highlight these issues by investigating remote working practices in other industries, and comparing this to current remote practice in the video game industry through results from a structured survey. Through mixed-method research, this study aims to understand. Despite this, there are issues directly impact upon both remote employees and remote employers, which curtail the safe growth of remote working. Similarly, 3 per cent come from minority ethnic backgrounds (4 per cent in 2006) compared with 9 per cent nationally (Skillset, 2011).ĭue to the growth of digital communication technology and increased accessibility to the internet, remote employment practices in the video game industry have seen an emergence in popularity. The workforce is heavily gendered: women constitute 6 per cent (12 per cent in 2006) of the workforce compared with 47 per cent nationally. Traditionally companies of this size do not employ HR professionals. Eighty-nine per cent worked in development, the remainder working in functional support 77 per cent of organizations used freelancers while 29 per cent expected to increase their usage in the near future (Skillset, 2011). In 2009 it employed 7,000 people in the United Kingdom down from 9400 in 2004. This is a global industry and predicted to be worth some $68.4 billion in 2012 and $86.7 billion in 2014, an annual growth rate of over 10 per cent. In the United Kingdom, these constitute 75 per cent of the sector. The sector is dominated by a small number of transnational corporations, Sony, Nintendo and Microsoft, but primarily populated by small to medium-sized companies with a staff strength of 35–60 (Kerr and Flynn, 2003). The structure of this part of the creative media industry, the way it is geographically clustered and networked, the extent to which it is largely project based, and its use of a core and periphery workforce are important influences on its human resource (HR) policies and practices. Human resource management (HRM) in the computer games sector needs to be seen within its industry context.
0 kommentar(er)
