Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

The case discusses the human resource (HR) practices of Cirque du Soleil, the Canada based circus entertainment company. Since its inception in the mid-1980s, Cirque had been known for its innovation and creativity. In 2007, Cirque had more than 3,000 employees representing 40 nationalities and 25 languages. To manage such a diverse workforce, it had a dynamic HR team. The case highlights the recruitment and selection, training, performance appraisal, culture and work environment at Cirque. It also examines how Cirque managed cultural diversity of its workforce.

Teaching and learning

This item is suitable for postgraduate courses.
Location:
Size:
Very large
Other setting(s):
1985-2007

About

Abstract

The case discusses the human resource (HR) practices of Cirque du Soleil, the Canada based circus entertainment company. Since its inception in the mid-1980s, Cirque had been known for its innovation and creativity. In 2007, Cirque had more than 3,000 employees representing 40 nationalities and 25 languages. To manage such a diverse workforce, it had a dynamic HR team. The case highlights the recruitment and selection, training, performance appraisal, culture and work environment at Cirque. It also examines how Cirque managed cultural diversity of its workforce.

Teaching and learning

This item is suitable for postgraduate courses.

Settings

Location:
Size:
Very large
Other setting(s):
1985-2007

Related