Doing the right thing: HRM in the performing arts.

This article reports on a qualitative study exploring HRM practices in three Australian performing arts companies of different sizes. We focus on the strength of the HRM system by exploring the concepts of distinctiveness, consistency and consensus from the perspectives of key stakeholders. We found, first, weak and largely invisible HR systems in all three companies due to an industry focused on financial survival, project‐based work and a highly casualised labour force. Second, complex and precarious employment modes exist in each organisation which challenge the HR architecture debate in regard to strategic value and uniqueness of core and peripheral employees. Third, a strong commitment to regulatory compliance by organisations to protect their employees demonstrates that HRM practices are relevant in the performing arts. Finally, we suggest that performing artists might be more committed to their craft and industry than to the organisation, which creates challenges for HRM practice in this sector. [ABSTRACT FROM AUTHOR]

Copyright of Asia Pacific Journal of Human Resources is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)