Question

1)4)expansion into china is discussed at the end of the case. if cirque were to recruit hcns there as performers, which elements of their hr practices might prove to be culturally problematic and why? discuss in relation to the cultural theories from the course. why/how cirque localise their hr practices to the host country context, giving examples.2)overview the various stages of the selection process at cirque. how does its staffing approach contribute to organisational success?3)discuss some of the training and development programs at cirque. how have these helped/motivated performers? 4)expansion into china is discussed at the end of the case. if cirque were to recruit hcns there as performers, which elements of their hr practices might prove to be culturally problematic and why? discuss in relation to the cultural theories from the course.5)cirque is not as profitable as it once was. management needs to cut costs and their generous compensation scheme needs to be streamlined. how would you do this while still incentivising/motivating performers? use your knowledge from the course and the exhibits from the case to discuss.

Answer 1

Cirque must consider cultural differences like hierarchy and collective values when recruiting performers in China, and adapt its HR practices accordingly. Their meticulous selection process and comprehensive training programs have been pivotal in the organization's success. To manage costs while still motivating performers, a balance between adjustments to compensation and offering non-monetary incentives such as career development is advisable.

Step-by-step explanation:

When Cirque expands into China and seeks to recruit Host Country Nationals (HCNs) as performers, certain elements of their HR practices might present cultural challenges. This stems from cultural differences in beliefs, values, and practices. For example, a rigid hierarchy in Chinese organizations may contrast with the egalitarian cultures often found in western companies like Cirque. Addressing such issues requires HR policies that resonate with cultural theories including Hofstede's cultural dimensions. Adaptation of HR practices in accordance with the local culture is essential for success.

The selection process at Cirque is unique and involves artists showcasing their individual talents as well as their ability to blend into the troupe. This process, which emphasizes both skill and cultural fit, contributes greatly to the organization's success by ensuring that employees are thoroughly aligned with the company's values and artistic vision.

Training and development programs at Cirque are robust, providing performers with opportunities for growth both inside and outside their specific areas of expertise. This well-rounded approach not only enhances the performances but also fosters performer satisfaction and retention.

To address the issue of declining profitability and streamline the compensation scheme, it would be necessary to evaluate performers' salaries and benefits critically, making adjustments that balance cost savings with continued incentives. This could be achieved through performance-based bonuses or by investing in career development opportunities that provide added value for the performers without significantly increasing the financial burden on Cirque.