The universal, contingency or configurational HRM approaches for organizational performance: Lessons from Australian performing arts

Abstract

A good understanding of Human Resource Management (HRM) approaches is vital for designing suitable management practices in any organization. Researchers have identified different HRM approaches, including the universal approach, which recommends standardized practices across organizations, the contingency approach, which emphasizes the best fit between human resources and business strategies, and the configurational approach, which integrates internal and external organizational factors into a pattern of management practices. However, HRM approaches need to adapt to the dynamic business environment and context. This is particularly relevant for performing arts organizations, where changing customer preferences and employment factors frequently impact the business environment. Therefore, it is crucial to know which HRM approach is currently being practiced in this sector. To address this issue, a qualitative study was conducted with managers, key actors, and decision-makers of performing arts organizations in Australia. The interview data analysis revealed a unique pattern of HRM practices, such as spot-recruitment, coaching for management skills, mentoring for better performance, and protean career development. These findings support the argument for the configurational HRM approach in performing arts organizations.