Numerous management commentators have suggested that the 1980s have witnessed considerable change in employee relations at establishment level in Irish organizations. However, much of this analysis has been quite vague on the precise nature of such change. Employee relations management in...

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...

This paper considers the impact of collectivist and individualist management styles in employee relations on levels of strategic integration in employee relations. The findings indicate a positive relationship between individualism and strategic integration. The findings further indicate that...

This article is based on a survey of personnel practitioners in Irish organisations, aimed at establishing their role and status within the company for which they worked. The principal findings from the survey suggest that the majority of personnel practitioners are afforded a top management...

Evaluates an attempt to increase numerical and (particularly) functional flexibility in a large chemical processing plant in the Republic of Ireland. Additionally, focuses on the training implications of managerial initiatives to introduce flexible working arrangements. The case evidence is...