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dc.contributor.authorHeffernan, Margareten
dc.contributor.authorHarney, Brianen
dc.contributor.authorCafferkey, Kennyen
dc.contributor.authorDundon, Tonyen
dc.date.accessioned2011-07-21T18:02:10Zen
dc.date.available2011-07-21T18:02:10Zen
dc.date.issued2008-01en
dc.identifier.citationM. Hefferenan, Harney, B., Cafferkey, K. and Dundon, T. 2008, 'People Management and Innovation in Ireland', People Management and Innovation in Ireland, CISC Working Series Research Paper No: 27, Centre for Innovation and Structural Change (CISC), National University of Ireland, Galway.en
dc.identifier.urihttp://hdl.handle.net/10379/2071en
dc.description.abstractThe People Management and Innovation survey reports findings from 165 of the top performing organisations in Ireland. The picture that emerges from the analysis suggests a moderate to low take-up of a full-blown High Performance Work System model; a finding that is similar to other comparable international studies showing the low overall incidence of strategic bundles of HRM (Blasi and Kruse 2006; Kersely et al, 2006). Nonetheless, we find support for the argument that High Performance Work Systems (HPWS) impact positively upon a number of performance outcomes i.e. organisational performance, HR performance, employee effort and innovationen
dc.formatapplication/pdfen
dc.language.isoenen
dc.relation.ispartofseriesCISC Working Paper;27en
dc.rightsAttribution-NonCommercial-NoDerivs 3.0 Ireland
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/3.0/ie/
dc.subjectInnovationen
dc.subjectHigh Performace Work Systemsen
dc.subjectHPWSen
dc.subjectHuman Resource Managementen
dc.subjectOrganisational Performanceen
dc.subjectJ. E. Cairnes Graduate School of Business and Public Policyen
dc.titlePeople Management and innovation in Irelanden
dc.typeWorking Paperen
dc.description.peer-reviewednon-peer-revieweden
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Attribution-NonCommercial-NoDerivs 3.0 Ireland
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