Show Less
Restricted access

Recalling the Celtic Tiger

Series:

Edited By Eamon Maher, Eugene O'Brien and Brian Lucey

This book looks at various effects, symptoms and consequences of the period in Irish culture known as the Celtic Tiger. It will trace the critical pathway from boom to bust – and up to the current beginnings of a similar, smaller boom – through events, personalities and products. The short entries offer a sense of the lived experience of this seismic period in contemporary Irish society.

While clearly not all aspects of the period could realistically be covered, the book does contain essential information about the central actors, events, themes, and economic trends, which are discussed in a readable and accessible manner. Each entry is linked to the overall Celtic Tiger phenomenon and its immediate aftermath.

The book also provides a comprehensive account of what happened in this period and will be a factual resource for anyone anxious to discover information on the areas most commonly connected to it. All entries are written by experts in the area. The contributors include broadcasters, economists, cultural theorists, sociologists, literary critics, journalists, politicians and writers, each of whom brings particular insights to some aspect of the Celtic Tiger.

Show Summary Details
Restricted access

Human Resource Management (Na Fu)

Extract

Na Fu

Human Resource Management

During the 1990s, Ireland attracted significant foreign direct investment (FDI) which is evidenced by the amount of multinational companies who set up in Ireland. Given the emphasis on knowledge-based economy and service industries, people who embody knowledge and deliver services became the most important and valuable resource in organisations. Human Resource (HR) professionals emerged to help organisations to attract, select, develop, and retain people in order to accomplish business objectives, and as such, were a central factor in the creation of the Celtic Tiger.

Human resource management (HRM) has shifted from the traditional personnel management, that is, mainly administrators, to the strategic HRM where appropriate people management strategy is designed to align with business strategy; varied HRM practices are designed to achieve the people strategy. Despite inconsistency in the definition of HRM, a number of HRM practices are commonly used by organisations, including selective recruitment, training and development, compensation, performance and rewards management.

As the strategic emphasis within organisations has increasingly shifted to focus on people as key resources and competency development as a core activity, the role of the HRM function has taken on an ever more decisive importance. Along with such demands, universities and colleges list HRM as a core discipline area within Business Schools, and offer MScs or postgraduate diplomas in HRM. Chartered Institute of Personnel Management (CIPD) is the main professional body for HR and people development in Ireland. CIPD began in the...

You are not authenticated to view the full text of this chapter or article.

This site requires a subscription or purchase to access the full text of books or journals.

Do you have any questions? Contact us.

Or login to access all content.