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dc.contributor.authorHeffernan, Margareten
dc.contributor.authorHarney, Brianen
dc.contributor.authorCafferkey, Kennyen
dc.contributor.authorDundon, Tonyen
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.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.relation.ispartofseriesCISC Working Paper;27en
dc.subjectHigh Performace Work Systemsen
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

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