TY  - JOUR
AB  - 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.
VL  - 14
IS  - 5
SN  - 0142-5455
DO  - 10.1108/01425459210022418
UR  - https://doi.org/10.1108/01425459210022418
AU  - Gunnigle Patrick
PY  - 1992
Y1  - 1992/01/01
TI  - Human Resource Management in Ireland
T2  - Employee Relations
PB  - MCB UP Ltd
SP  - 5
EP  - 22
Y2  - 2024/04/25
ER  -