Human resource training and development in arts administration and business management: A comparative content and text analysis

The purpose of this study was to explore existing written material about arts administration as published in books and journals from 1980 to 1991 in the area of human resource training and development. Key theories and strategies from the profit sector relating to human resource training and development were examined for a comparison with arts administration literature in order to give direction to future arts administrators in nonprofit arts organizations.;Two elements were raised in this study to reveal possible linkages of human resource training and development between business management and arts administration. These were: (a) to see to what extent arts administrators working in nonprofit organizations are using profit business management theories and strategies in the area of human resource training and development; and (b) to examine factors that are pertinent and contribute to changes and development in the area of human resource training and development in the field of arts administration.;The methodological structure of this study was based on an integrative research review technique to select and organize relevant materials. Data from both arts administration and business management were selected, coded, and transferred onto twenty data sheets and one recording unit for the first level content analysis. The results from the initial quantitative content analysis laid the selection criteria for secondary qualitative text analysis. Data analysis and interpretation of content and text analysis were based on two elements raised earlier in the study.;The results of the study indicated that various training and development methods from business management were used and implemented, partially if not thoroughly, in arts organizations and higher education training programs. However, results also revealed that training programs in arts administration lacked precision in job definition and projected requirements of an arts administrator. Unclear definitions of the field itself, as authors from the selected studies implied, may provide reasons why training programs may not reach their full potential and effectiveness.;Implications of this study suggested that formulating clear definition of goals, missions, and job descriptions in the field of arts administration may contribute toward the development of more effective and useful training programs both pre-service and in-service. Building a systematic indexing system is urgent to compiling literature in the field for future research. Improving communication between pre-service higher education and in-service arts organizations is needed. Research in the area of how language is used when adopting theories from different disciplines should be promoted. Considerations should include a broader training concept in political, economic, and logistical aspects of the arts environment. It is hoped that recommendations made in this study will provide direction for future research in human resource training and development in arts administration.