Human Resource Management In Art Institutions: Balancing Creativity And Structure

Abstract

Human Resource Management in art institutions requires a particular approach that harmonizes organizational structure with creativity development. Art institutions differ from traditional businesses because they use subjective art expression with emotional work so their human resource practices need to protect artistic autonomy and maintain work efficiency. The research investigates HRM practices in art establishments by using qualitative methods to show how leadership approaches along with performance assessments and recruitment systems combined with employee motivational strategies shape organizational creativity and operational stability. The research evidence shows that management frameworks need flexibility to adjust for artistic cultural and emotional aspects if institutions want to keep innovation working alongside order maintenance. The paper presents strategic recommendations which HR professionals should implement to foster creative thinking environments that maintain institutional stability.