Human Capital Management Strategies in Zion Royal Theatre
Main Article Content
Abstract
In contemporary organisational studies, the management of human resources has increasingly been recognised as a cornerstone of institutional performance and sustainability. Within the creative industries, and particularly in theatre practice, the human element constitutes the most vital asset driving innovation, collaboration, and artistic excellence. Yet, in faith-based artistic organisations, where spirituality intersects with creativity, the question of how human talent is managed remains largely unexplored. Human capital management within Nigerian faith-based drama troupes remains an underexplored area in both theatre studies and management scholarship. This research focuses on Zion Royal Theatre, the theatrical arm of the Mount Zion Institute of Christian Drama and an extension of Mount Zion Faith Ministries, to examine how human resources are strategically mobilised in such settings. While human capital has been widely recognised as a driver of organisational growth, its dynamics within faith-driven artistic organisations require further interrogation. Anchored on Human Capital Theory and Spiritual Leadership Theory, the study investigates recruitment, training, retention, and development practices, the challenges and opportunities encountered, and their implications for performance, growth, and sustainability in Zion Royal Theatre. Adopting a qualitative research design, data were generated through semi-structured interviews with ten participants, comprising leaders, long-standing members, and newer recruits. The findings reveal that Zion Royal Theatre’s recruitment is largely pipeline-driven through Mount Zion Institute of Christian Drama, ensuring strong alignment between personal calling and organisational mission. Training integrates technical skill-building with spiritual mentorship, while retention is sustained by intrinsic motivation rooted in religious conviction rather than financial incentives. Key challenges include financial constraints, burnout, and limited exposure to professionalised standards. Nevertheless, the troupe benefits from strong opportunities through mentorship, community ethos, and spiritual leadership. The study concludes that Zion Royal Theatre demonstrates a distinctive model of human capital management where faith, creativity, and organisational resilience converge. Recommendations include diversifying recruitment pathways, institutionalising training and certification, enhancing welfare mechanisms, and advocating for broader recognition of faith-based drama in Nigeria’s cultural policy landscape.
Article Details
Copyright (c) 2026 Olumide Joshua Oki, Olajide, Monsuru (PhD) (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
Alfawaire, F., & Atan, T. (2021). The effect of strategic human resource and knowledge management on sustainable competitive advantages at Jordanian universities: The mediating role of organizational innovation. Sustainability, 13(15), 8445. https://doi.org/10.3390/su13158445 DOI: https://doi.org/10.3390/su13158445
Allen, S., & Fry, L. W. (2023). A framework for leader, spiritual, and moral development. Journal of Business Ethics, 184, 649–663. https://doi.org/10.1007/s10551-022-05116-y DOI: https://doi.org/10.1007/s10551-022-05116-y
Arifka, A. (2024). The role of art in building social cohesion in multicultural societies. Journal of Studies on Art, Culture and Society, 1(2), 37–44. https://doi.org/10.62012/jacs.v1i2.8 DOI: https://doi.org/10.62012/jacs.v1i2.8
Armstrong, M. (2024). Armstrong's handbook of strategic human resource management: Improve business performance through strategic people management. Kogan Page Publishers.
Arsawan, I. W. E., Koval, V., Rajiani, I., Rustiarini, N. W., Supartha, W. G., & Suryantini, N. P. S. (2022). Leveraging knowledge sharing and innovation culture into SMEs sustainable competitive advantage. International Journal of Productivity and Performance Management, 71(2), 405–428. https://doi.org/10.1108/IJPPM-04-2020-0192 DOI: https://doi.org/10.1108/IJPPM-04-2020-0192
Anyanwu, C. (2019). Nigeria’s cultural policy and the needs of the performing arts. International Review of Humanities Studies, 4(2), Article 14. Retrived November 8, 2025 from https://scholarhub.ui.ac.id/irhs/vol4/iss2/14/ DOI: https://doi.org/10.7454/irhs.v4i2.177
Balanovska, T., Cherednichenko, O., Stepasyuk, L., Yurchenko, O., Dramaretska, K., & Baranovska, O. (2024). Development of human capital in the context of the emerging creative economy. Economics & Business Management, 15(4). 161-184 DOI: https://doi.org/10.31548/economics/4.2024.161
Barkela, B. (2021). Leadership communication and knowledge integration across the artistic, technical, and administration area in theaters. The Journal of Arts Management, Law, and Society, 51(6), 393–409. https://doi.org/10.1080/10632921.2021.1974628 DOI: https://doi.org/10.1080/10632921.2021.1974628
Braun, V., & Clarke, V. (2022). Toward good practice in thematic analysis: Avoiding common problems and be(com)ing a knowing researcher. International Journal of Transgender Health, 24(1), 1–6. https://doi.org/10.1080/26895269.2022.2129597 DOI: https://doi.org/10.1080/26895269.2022.2129597
Carvajal, A. L. P., & Sanchez, R. D. (2024). Probing the leadership qualities of local chief executives (LCEs) in creating competitive creative communities: Basis for leadership framework and development plan. International Journal of Open-access, Interdisciplinary and New Educational Discoveries of ETCOR Educational Research Center (iJOINED ETCOR), 3(1), 380–400. https://doi.org/10.33650/ijess.v1i1.3475 DOI: https://doi.org/10.33650/ijess.v1i1.3475
Chatterjee, S., Mikalef, P., Khorana, S., & others. (2024). Assessing the implementation of AI integrated CRM system for B2C relationship management: Integrating contingency theory and dynamic capability view theory. Information Systems Frontiers, 26, 967–985. https://doi.org/10.1007/s10796-022-10261-w DOI: https://doi.org/10.1007/s10796-022-10261-w
Chukwudi, O. A., & Eusebius, A. C. H. U. G. O. (2023). Diversity, equity, and inclusion (DEI): Exploring the effectiveness of human resource strategies and practices in fostering diversity, equity, and inclusion in the workplace and understanding the benefits of a diverse workforce in Nigeria. Journal for Studies in Management and Planning, 9(9), 1–22.
Cyster, C., & Salubi, O. (2022, August). Knowledge management practices in a religious organisation in South Africa. In European Conference on Knowledge Management (Vol. 23, No. 1, pp. 252–259). Academic Conferences International Limited. DOI: https://doi.org/10.34190/eckm.23.1.609
Dar, S. A. (2022). The relevance of Taylor's scientific management in the modern era. Journal of Psychology and Political Science, 2(6), 1–6. https://doi.org/10.55529/jpps.26.1.6 DOI: https://doi.org/10.55529/jpps.26.1.6
Eze, I. J., Ogbuka, C. V., & Ugwu, O. C. (2022). Workers’ participation in decision making and performance of public sector organization in Enugu State local governments, Nigeria. University of Nigeria Journal of Political Economy, 12(2). Retrieved from https://unjpe.com/index.php/UNJPE/article/view/200
Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14(6), 693–727. https://doi.org/10.1016/j.leaqua.2003.09.001 DOI: https://doi.org/10.1016/j.leaqua.2003.09.001
Gunasekara, H. O. C. (2023). Article review: Henri Fayol, practitioner and theoretician—revered and reviled by Mildred Golden Pryor and Sonia Taneja. International Journal of Governance and Public Policy Analysis, 5(2). https://doi.org/10.31357/ijgppa.v5i02.7258 DOI: https://doi.org/10.31357/ijgppa.v5i02.7258
Idogho, J. A. (2025). Controlling as an essential tool in theatre performance management: A key to successful theatre business. Impressarioa: Journal of Cultural Administration and Theatre Management, 2, 49–70. https://doi.org/10.70118/TIIJ0005 DOI: https://doi.org/10.70118/TIIJ0005
Jahani, R., & Parayandeh, M. Y. (2024). The role of faith-based organizations in social service provision. Interdisciplinary Studies in Society, Law, and Politics, 3(3), 12–19. https://doi.org/10.61838/kman.isslp.3.3.3 DOI: https://doi.org/10.61838/kman.isslp.3.3.3
John-Eke, E. C., & Akintokunbo, O. O. (2021). The alignment of employee engagement with human relations school of thought. American Journal of Humanities and Social Sciences Research, 5(9), 99–106.
Khurana, K., & Ghosh, A. (2023). Management in the Performing Arts: An Empirical Exploration of Organizational Structures in Indian Theatre. IIM Kozhikode Society & Management Review, 12(1), 67-84. DOI: https://doi.org/10.1177/22779752211018594
Kirmani, N. (2023). The business of art: Navigating the art market and achieving success. Al-Behishat Research Archive, 1(1), 25–31.
Mensah, J. D. (2025). Rethinking the contribution of creative economies in Africa to sustainable development: Empirical research of creative intermediaries in Accra’s contemporary art sector. International Journal of Cultural Policy, 31(4), 551–568. https://doi.org/10.1080/10286632.2025.2470814 DOI: https://doi.org/10.1080/10286632.2025.2470814
Monteiro, P., & Adler, P. S. (2022). Bureaucracy for the 21st century: Clarifying and expanding our view of bureaucratic organization. Academy of Management Annals, 16(2), 427–475. https://doi.org/10.5465/annals.2019.0059 DOI: https://doi.org/10.5465/annals.2019.0059
Ngomane, R. M., & Mahlangu, E. (2014). Leadership mentoring and succession in the Charismatic churches in Bushbuckridge. HTS Teologiese Studies/Theological Studies, 70(1), 1–10. https://doi.org/10.4102/hts.v70i1.2065 DOI: https://doi.org/10.4102/hts.v70i1.2065
Nurhikmah, N. (2024). Educational management functions: Planning, organizing, actuating, controlling. Intiha: Islamic Education Journal, 1(2), 82–91. https://doi.org/10.58988/intiha.v1i2.293 DOI: https://doi.org/10.58988/intiha.v1i2.293
Okwuowulu, C., Stevenson, O. O., Onyemuchara, C., Akoh, A. D., Emokpae, C., Akpa, C., & Chinda, M. (2023). Theatre-for-development as information panacea for rural dwellers in Nigeria during a pandemic: Lessons from COVID-19. The Journal of Society and Media, 7(2), 567–592. https://doi.org/10.26740/jsm.v7n2.p567-592 DOI: https://doi.org/10.26740/jsm.v7n2.p567-592
Ojo, A. C., & Olatunji, O. F. (2023). Theatrical performance and aesthetic communication in Darkest Night directed by Festus Dairo. SCHOLARS: Journal of Arts & Humanities, 5(2), 73–83. https://doi.org/10.3126/sjah.v5i2.57501 DOI: https://doi.org/10.3126/sjah.v5i2.57501
Ojuroye, O. O. (2024). Volunteer perceptions of commitment in a humanitarian organization involved with Nigerian community development projects (Doctoral dissertation, Walden University). Walden University.
Olayiwola, E. (2020). Nigerian evangelical film genres: the spectacle of the spiritual. Journal of African Cultural Studies, 32(2), 115–130. https://doi.org/10.1080/13696815.2019.1610364 DOI: https://doi.org/10.1080/13696815.2019.1610364
Staller, K. M. (2021). Big enough? Sampling in qualitative inquiry. Qualitative Social Work, 20(4), 897–904. https://doi.org/10.1177/14733250211024516 DOI: https://doi.org/10.1177/14733250211024516
Tugyetwena, M. (2023). A literature review of the relationship between governance, funding strategy and sustainability of non-government organizations. International NGO Journal, 18(2), 10–19. https://doi.org/10.5897/INGOJ2023.0365 DOI: https://doi.org/10.5897/INGOJ2023.0365
van Lieshout, J. W. F. C., van der Velden, J. M., Blomme, R. J., & Peters, P. (2021). The interrelatedness of organizational ambidexterity, dynamic capabilities and open innovation: A conceptual model towards a competitive advantage. European Journal of Management Studies, 26(2–3), 39–62. https://doi.org/10.1108/EJMS-01-2021-0007 DOI: https://doi.org/10.1108/EJMS-01-2021-0007
Vanitha, A., Ganapathi, P., & Bhatla, N. (2025). Human resource management in art institutions: Balancing creativity and structure. International Journal of Environmental Sciences, 454–462. https://doi.org/10.64252/zzjdwx85 DOI: https://doi.org/10.64252/zzjdwx85
Article Sidebar
