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.