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The purpose of this article is to explore how NPM influenced the Irish NPVCS and triggered changes in work and HRM at a time of austerity.

Utilising a case study framework, the study draws on qualitative data from 38 Managers/Supervisors in two Government funded organisations in the Physical and Sensory Disability (PSD) subsector.

Results indicate that due to the sector's dependence on Government funding, NPM entered the Irish NPVCS bloodstream via institutional forces of coercive, normative and mimetic isomorphism. These translated into a more formalised, standardised and commercial approach to work and HRM and downward pressures on pay and terms and conditions of employment in the sector, creating a more business facing and disciplined sector.

As a cross-sectional study using two large representative case study organisations from the PSD subsector, it has high generalisability for this subsector but less so for the wider Irish NPVCS. It brings into focus the sector's Achilles heel of over-reliance on Government funding and uncovers important issues which merit exploration in other subsectors of the Irish NPVCS.

The study provides evidence of how NPM and austerity inspired change in human resource management practices in the sector and offers insights to Managers and other stakeholders on how the sector is changing and the challenges that must be addressed, especially around asserting its independence from Government funding.

The study extends our understanding of NPM and HRM in the context of the Irish NPVCS and austerity.

This research aims to better understand the Zillennial Generation within the workplace, specifically using the perspectives of Business Stakeholders within the context of Northern Ireland. Understanding the perceptions of Zillennials in the workplace is important due to their growing numbers and subsequent impact on the future of work.

A case study approach is used to gain a deeper understanding of stakeholder opinions and experiences of Zillennials. The authors draw on extant research and use semi-structured interviews to explore the experiences and views of stakeholders within three case firms employing Zillennials.

The study concludes that discrepancies can be seen between Zillennial performance and behaviour, compared with Business Stakeholder workplace expectations. Findings suggest that according to Business Stakeholders observations, Zillennials display some, but not all, attributes of Generation Z and Millennials. Business Stakeholders observations also reveal that Zillennials demonstrate some, but not all, entrepreneurial behaviours and competencies.

While many studies focus on both Generation Z and Millennials, research focused on unique cusp generations is limited. No research has been conducted that investigates the perception of Zillennials within the context of Northern Ireland.