Relevant bibliographies by topics / Irish industrial relations

Academic literature on the topic 'Irish industrial relations'

Author: Grafiati
Published: 10 December 2022
Last updated: 28 January 2023

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Journal articles on the topic "Irish industrial relations"

1

Roche, William K. "The Individualization of Irish Industrial Relations?" British Journal of Industrial Relations 39, no. 2 (June 2001): 183–206. http://dx.doi.org/10.1111/1467-8543.00196.

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KERR, TONY. "Irish Industrial Relations Legislation Consensus not Compulsion." Industrial Law Journal 20, no. 4 (1991): 240–57. http://dx.doi.org/10.1093/ilj/20.4.240.

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Turner, T., D. D'Art, and P. Gunnigle. "US Multinationals: changing the framework of Irish industrial relations?" Industrial Relations Journal 28, no. 2 (June 1997): 92–102. http://dx.doi.org/10.1111/1468-2338.00046.

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Roche, William K., and Tom Gormley. "The advent of pattern bargaining in Irish industrial relations." Industrial Relations Journal 48, no. 5-6 (November 2017): 442–62. http://dx.doi.org/10.1111/irj.12194.

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Roche, William K. "The genesis of private dispute resolution in Irish industrial relations." Industrial Relations Journal 52, no. 1 (January 2021): 82–106. http://dx.doi.org/10.1111/irj.12318.

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WILKINSON, BRIAN. "The Irish Industrial Relations Act 1990—Corporatism and Conflict Control." Industrial Law Journal 20, no. 1 (1991): 21–37. http://dx.doi.org/10.1093/ilj/20.1.21.

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MacCarthaigh, Muiris. "Reforming the Irish public service: A multiple streams perspective." Administration 65, no. 2 (May 24, 2017): 145–64. http://dx.doi.org/10.1515/admin-2017-0019.

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Abstract Following the Irish general election of 2011, a new ministry emerged which sought to combine public expenditure, industrial relations and public sector reform. The creation of the Department of Public Expenditure and Reform (DPER) represented a major departure in Irish administrative history, not least because it introduced a new actor at the heart of Irish government, but also for the range of tasks with which it was endowed. This article provides an administrative reform context for the creation of DPER before examining its work across three domains: industrial relations, financial management reform and administrative reform. Drawing on Kingdon’s ‘multiple streams’ model of policy change, the article argues that reform efforts across all three were made possible by the ‘window of opportunity’ presented by the department’s creation and the coming together of problems, policies and politics in respect of public service reform.
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Roche, William K. "Between Regime Fragmentation and Realignment: Irish Industrial Relations in the 1990s." Industrial Relations Journal 29, no. 2 (June 1998): 112–25. http://dx.doi.org/10.1111/1468-2338.00084.

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Cassidy, Mark, and Eric Strobl. "Subsidizing Industry: An Empirical Analysis of Irish Manufacturing." Journal of Industry, Competition and Trade 4, no. 2 (June 2004): 95–107. http://dx.doi.org/10.1023/b:jict.0000037356.85817.e0.

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Bailey, David, Helena Lenihan, and Ajit Singh. "Lessons for African Economies from Irish and East Asian Industrial Policy." Journal of Industry, Competition and Trade 9, no. 4 (March 17, 2009): 357–82. http://dx.doi.org/10.1007/s10842-009-0049-2.

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Dissertations / Theses on the topic "Irish industrial relations"

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Donnelly, Sióbhan Noelle. "The management of industrial relations (IR) and human resources (HR) in Irish-owned multinationals (MNCs)." Thesis, University of Warwick, 1999. http://wrap.warwick.ac.uk/36428/.

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This thesis is concerned with HRM in Irish-owned multinational companies (MNCs). For the purpose of this research, HRM is understood in its broadest sense as encompassing the policies, processes and procedures involved in the management of people within organisations (Sisson, 1989). Adopting a head office-centred approach, this thesis specifically focuses on two dimensions of FIRM: (i) the collective management of non-managerial employees, that is the management of industrial relations (IR), and (ii) the management of non-operational human resources (HR), that is the management of managers. Chapter four will outline in greater detail the rationale for this focus. Finally, given the paucity of empirical research into the behaviour of Irish-owned MNCs and the broad leaning of the Irish HRM literature towards the practices of foreign-owned MNCs based within Ireland, this research is exploratory in nature.
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Morley, M. J. "On the refashioning of industrial relations in mature enterprises : cases from the Irish food industry." Thesis, Cranfield University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.392239.

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Halamek, Julia R. "Mechanical Transformations: The Active Roles of Machines in British Industrial-Era Writings." Cleveland State University / OhioLINK, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=csu1623615240511243.

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Books on the topic "Irish industrial relations"

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1957-, Roche William K., and Ireland Labour Relations Commission, eds. New challenges to Irish industrial relations. Dublin: Oak Tree Press in association with The Labour Relations Commission, 1995.

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2

Patrick, Gunnigle, University College, Dublin. Graduate School of Business., and University of Limerick. Dept. of Personnel and Employment Relations., eds. Continuity and change in Irish employee relations. Dublin: Oak Tree Press in association with Graduate School of Business, University College Dublin, 1994.

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3

O'Shea, Emer. The nature of Industrial relations in Irish subsidiaries of German multinational companies. Dublin: University College Dublin, 1994.

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Roche, William K. Legislation, collective bargaining and the regulation of working time in Irish industrial relations. Blackrock (Co. Dublin, Ireland): UCD, Centre for Employment Relations and Organisational Performance, 1994.

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5

Irish titan, Irish toilers: Joseph Banigan and nineteenth-century New England labor. Hanover: University Press of New England, 2008.

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6

Masterson, Oisin. European works councils: An Irish perspective, a terrible beauty is born? Dublin: University College Dublin, Graduate School of Business, 1998.

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Organisational change through partnership: Promise, performance, and prospects for Irish firms. Dublin: Liffey Press, 2010.

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Convery, David. Locked out: A century of Irish working-class life. Dublin, Ireland: Irish Academic Press, 2013.

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9

Brady, Clodagh. Implementation of the European Works Councils Directive 1994: An Irish perspective. Dublin: University College Dublin, 1995.

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John, Geary, ed. Partnership at work: The quest for radical organizational change. London: Routledge, 2006.

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Book chapters on the topic "Irish industrial relations"

1

Roche, William K., and Colman Higgins. "Networked Dispute Resolution: The National Implementation Body in Irish Industrial Relations." In Managing and Resolving Workplace Conflict, 161–88. Emerald Group Publishing Limited, 2016. http://dx.doi.org/10.1108/s0742-618620160000022007.

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McKernan, Anne, and Smith College. "War, Gender, and Industrial Innovation: Recruiting Women Weavers in Early Nineteenth-Century Ireland." In Ireland and Anglo-Irish Relations since 1800: Critical Essays, 481–96. Routledge, 2017. http://dx.doi.org/10.4324/9781351155328-26.

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Parfitt, Steven. "The Knights in Industry." In Knights Across the Atlantic. Liverpool University Press, 2017. http://dx.doi.org/10.5949/liverpool/9781781383186.003.0005.

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The history of the British and Irish Knights was defined to a large extent by their approach to industrial relations, which followed the industrial prescriptions of their American leaders to the letter. They insisted on arbitration rather than conflict, boycotts rather than strikes, and tried to put their resources into co-operative enterprises of various kinds. This chapter also explores how these attitudes played out in a number of industrial disputes and helped to determine the rise and fall of the British and Irish assemblies. In places where arbitration was common or when economic conditions were poor, Knights did well. Once trade improved and workers began to think about strike action, however, the Knights found themselves opposed by many of their own or potential members even as they failed to get recognition from employers.
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Williams, David M., and Andrew P. White. "Maritime Labour." In A Select Bibliography of British and Irish University Theses about Maritime History, 1792-1990. Liverpool University Press, 1991. http://dx.doi.org/10.5949/liverpool/9780969588504.003.0012.

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A bibliography of post-graduate theses concerning Maritime Labour, subdivided by British and overseas studies, and further subdivided by role:- Merchant Seafarers; Dock Workers; and Organised Labour and Industrial Relations
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Kelly, James. "‘The Most Portentous Event in Modern History’: Ireland Before and After the Peterloo Massacre." In Commemorating Peterloo, 140–59. Edinburgh University Press, 2019. http://dx.doi.org/10.3366/edinburgh/9781474428569.003.0007.

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This chapter looks at Irish responses to Peterloo. It looks at the relations between radical reformers and the movement for Catholic Emancipation. The kind of political repression that was enacted in Manchester in August of that year was more common in Ireland, and reformers made common cause with Irish Catholics, many of whom were beginning to migrate to the industrial towns of Northern England. Ireland gave English reformers a cautionary example of tyrannical government, while Irish writers and politicians saw in Peterloo an illustration of the English establishment's true coercive colours. There was however a deeper sense in which Peterloo and the Irish Question were imbricated in early nineteenth-century culture. The role of public speaking, the control of potentially subversive speech, and the challenge of radical politics to traditional standards of rhetoric and oratory were all brought into focus in the years leading to the massacre.
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Davis, Brian, and Joe McDonagh. "Applying Grounded Theory to a Qualitative Study of CIO Interactions with External Peer Networks." In Enhancing Qualitative and Mixed Methods Research with Technology, 450–74. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6493-7.ch017.

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Interactions with external peers have been identified in the Information Systems (IS) management literature as being one of the most influential sources of contact for the Chief Information Officer (CIO), supporting them in their role as the most senior IS executive in the organisation. Today, due to the strategic importance of IS to the operations and competitive position of many organisations, the CIO often operates as a key member of the top management team. At the centre of this role, the literature suggests, is the ability of the CIO to identify relevant strategic IS knowledge in the external technological marketplace, via their external boundary spanning activities, that can impact the organisation's strategic positioning and overall success. However, whilst the IS management literature identifies interactions with external peers as being one of the most influential sources of contact available to CIOs, it fails to identify why they are such an important support to the CIO, or for that matter, how CIOs actually interact with such external peers. Similarly, a review of the wider management literature, whilst confirming the reasons why top management executives, such as the CIO, favour interactions with external peers, it again fails to clarify how such executives, in fact, actually interact with external peers, via contacts in external networks. Consequently, this has led to a clear gap in our knowledge and understanding relating to one of the key activities of the modern day CIO. For that reason, this research study set out to explore how CIOs, in fact, interact with external peers via network connections. As no previous theory existed, the Grounded Theory (GT) methodology was adopted, within an interpretivist perspective, to develop new theory. The research setting chosen was the Irish Private Sector, with a specific focus on organisations in the finance, hi-tech, telecoms, and airline industries. The purpose of this chapter is to draw into sharp focus the nature of GT as applied in this study, rather than the findings from the study itself, and to consider the use of appropriate technology tools to support this application.
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