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Change from below: the role of middle managers in mediating paradoxical change

Human resource management journal, 2011-04, Vol.21 (2), p.190-203

2011

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Demands or Resources? The Relationship Between HR Practices, Employee Engagement, and Emotional Exhaustion Within a Hybrid Model of Employment Relations

Human resource management, 2016-09, Vol.55 (5), p.901-917

2016

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HR practices and commitment to change: an employee-level analysis

Human resource management journal, 2008-01, Vol.18 (1), p.72-89

2008

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Reimagining alienation within a relational framework: evidence from the public sector in Ireland and the UK

International journal of human resource management, 2020-11, Vol.31 (21), p.2673-2694

2020

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Perceived human resource system strength and employee reactions toward change: Revisiting human resource's remit as change agent

Human resource management, 2019-05, Vol.58 (3), p.239-252

2019

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Is ability-job fit important for work engagement? Evidence from the Irish civil service

Public management review, 2023-10, Vol.25 (10), p.1835-1858

2023

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Understanding Affective Commitment to Change in a Civil Service Context: The Roles of Prosocial Job Design, Organizational Identification, and Involvement Climate

Review of public personnel administration, 2023-11

2023

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Voicing job satisfaction and dissatisfaction through Twitter: employees’ use of cyberspace

New technology, work, and employment, 2019-07, Vol.34 (2), p.139-156

2019

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Global or local HRM in the multinational company: the Irish experience

International journal of human resource management, 1996-09, Vol.7 (3), p.721-735

Monks, Kathy

1996

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The devolution of HRM to middle managers in the Irish health service

Personnel review, 2010-04, Vol.39 (3), p.361-374

2010

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Unravelling the complexities of high commitment: an employee-level analysis

Human resource management journal, 2009-04, Vol.19 (2), p.140-158

2009

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University research scientists as knowledge workers: contract status and employment opportunities

International journal of human resource management, 2014-09, Vol.25 (16), p.2219-2233

2014

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Understanding how HR systems work: the role of HR philosophy and HR processes

Human resource management journal, 2013-11, Vol.23 (4), p.379-395

2013

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Irish women accountants and career progression: a research note

Accounting, organizations and society, 1998-11, Vol.23 (8), p.813-823

1998

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Enhancing knowledge exchange and combination through HR practices: reflexivity as a translation process

Human resource management journal, 2016-07, Vol.26 (3), p.304-320

2016

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Change from below: the role of middle managers in mediating paradoxical change: Middle managers and change

Human resource management journal, 2011-04, Vol.21 (2), p.190-203

2011

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Knowledge work: gender-blind or gender-biased?

Work, employment and society, 2012-10, Vol.26 (5), p.735-754

2012

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The state and industrial policy in Ireland: a case study of the Irish pharmaceutical sector

International journal of human resource management, 2011-11, Vol.22 (18), p.3692-3710

2011

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Responding to managers' learning needs in an edge-of-chaos environment: Insights from Ireland

Journal of management education, 2008-04, Vol.32 (2), p.146-163

2008

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The implications of meta-qualities for HR roles

Human resource management journal, 2004-11, Vol.14 (4), p.41-56

2004

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Management development for women academics and administrators

The Journal of management development, 1999-08, Vol.18 (6), p.531-545

1999

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Combining diverse knowledge: knowledge workers' experience of specialist and generalist roles

Personnel review, 2011-01, Vol.40 (5), p.607-624

2011

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Unwrapping the HRM bundle: HR system design in an Irish power utility

International journal of human resource management, 2006-11, Vol.17 (11), p.1926-1941

2006

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Employeecentred management in a call centre

Personnel review, 2005-06, Vol.34 (3), p.370-383

2005

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Employee-centred management in a call centre

Personnel review, 2005-01, Vol.34 (3), p.370-383

2005

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Change from below: the role of middle managers in mediating paradoxical change

Demands or Resources? The Relationship Between HR Practices, Employee Engagement, and Emotional Exhaustion Within a Hybrid Model of Employment Relations

HR practices and commitment to change: an employee-level analysis

Reimagining alienation within a relational framework: evidence from the public sector in Ireland and the UK

Perceived human resource system strength and employee reactions toward change: Revisiting human resource's remit as change agent

Is ability-job fit important for work engagement? Evidence from the Irish civil service

Understanding Affective Commitment to Change in a Civil Service Context: The Roles of Prosocial Job Design, Organizational Identification, and Involvement Climate

Voicing job satisfaction and dissatisfaction through Twitter: employees’ use of cyberspace

Global or local HRM in the multinational company: the Irish experience

The devolution of HRM to middle managers in the Irish health service

Unravelling the complexities of high commitment: an employee-level analysis

University research scientists as knowledge workers: contract status and employment opportunities

Understanding how HR systems work: the role of HR philosophy and HR processes

Irish women accountants and career progression: a research note

Enhancing knowledge exchange and combination through HR practices: reflexivity as a translation process

Change from below: the role of middle managers in mediating paradoxical change: Middle managers and change

Knowledge work: gender-blind or gender-biased?

The state and industrial policy in Ireland: a case study of the Irish pharmaceutical sector

Responding to managers' learning needs in an edge-of-chaos environment: Insights from Ireland

The implications of meta-qualities for HR roles

Management development for women academics and administrators

Combining diverse knowledge: knowledge workers' experience of specialist and generalist roles

Unwrapping the HRM bundle: HR system design in an Irish power utility

Employeecentred management in a call centre

Employee-centred management in a call centre

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