Human Resource Management in Ireland

Abstract

Considers the nature of Human Resource Management (HRM) in the Republic of Ireland. Identifies four variants of HRM in Ireland: “soft” HRM; neo‐pluralism; “hard” HRM; and traditional industrial relations. Then considers key areas of HRM policy choice and reviews alternative approaches to HRM practice in Irish organizations. Analyses the role of the specialist HRM function in Ireland using a HRM typology. Evaluates the evidence of change in HRM practice with a particular focus on key dimensions of change such as developments in employment forms and flexibility, the role of trade unions and the emergence of proactive approaches to HRM at establishment level.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 60 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.