Human Resource: Management at the National Theatre in Belgrade

This paper presents the results of four years of research conducted by the author, Branka Bešević Gajić, through direct engagement and analytical work at the National Theatre in Belgrade and professional practice at the National Theatre in Belgrade, addressing the strategic role of human resource management in preserving cultural heritage and advancing institutional innovation. The National Theatre, a repertory institution with a permanent ensemble, serves as a critical case study for understanding the challenges of HR planning within a multidisciplinary and nationally significant environment. This study defines key management theories applicable to HR in cultural institutions and provides a critical analysis of recruitment, motivation, departmentalization, training, onboarding, performance evaluation, and reward systems. Drawing on previous publications and artistic research, the paper argues that “the digital transformation of cultural institutions such as the National Theatre and RTS demands a redefinition of human resource strategies to ensure effective integration of new technologies” (Bešević Gajić, 2024). It emphasizes the necessity of interdisciplinarity in HR management, particularly in institutions that merge traditional forms of expression with contemporary digital tools. Special attention is given to the onboarding and education of staff through psychologically safe environments, participatory leadership, and training modules informed by artistic methodologies and new media. The paper also considers ethical dimensions of innovation, noting that “AI implementation must follow ethical guidelines to maintain integrity and public trust” (Sančanin & Penjišević, 2023). This is particularly relevant for institutions that simultaneously produce content and mediate public discourse. By incorporating insights from doctoral artistic research, the study introduces a human-centered paradigm of HR management grounded in participatory dramaturgy, emotional intelligence, and non-linear temporal models of organizational development. Cultural institutions such as the National Theatre are portrayed not merely as custodians of heritage, but as living systems capable of adaptation, empathy, and innovation. Thus, strategic investment in personnel becomes both an artistic and ethical imperative, supporting institutional resilience and future cultural relevance.