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  • Author or Editor: Tony Dundon x
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This chapter focuses on the role of management in relation to the framing of actors within the employment relationship. Human resource management can have three uses: ‘as a field of study’, addressing factors influencing how people are managed; as a specific model delivering firm-level ‘competitive advantage’, for example, high-commitment management or high-performance work systems; or as a ‘normative perspective’, for example, searching for best practice or best-fit human resource arrangements. The chapter explores the nature of (analytical) human resource management, its intertwined relationship with the field of industrial relations and the importance of more critical, analytical approaches to human resource management, with a focus on ‘how people are managed at work and why they encounter certain employment experiences’, compared to more prescriptive, managerialist variants.

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This paper advances knowledge of how civil society organisations (CSOs) negotiate the shift from boom-time public expenditure to governmental austerity. The study focuses on the Republic of Ireland, where CSOs occupied an important role in providing a voice for ‘vulnerable’ citizens in corporatism for over a decade. The global financial crisis and subsequent austerity measures caused the country's model of corporatist-style ‘social partnership’ to collapse. The article connects CSOs’ adaptation to austerity measures when protecting the ‘people behind the cuts’ to broader questions about co-optation of civil society through state-led policymaking institutions.

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