This is a study of human resource management practices in the medical technology\ud
sector in Galway. Qualitative interviews were conducted with HR professionals and senior management in medical technology firms to ascertain the degree of penetration of HR practices. HRM is growing in importance in the medical technology sector, with a dedicated HR function in ten out of the eleven firms. However, HR professionals do not play a leading role in change initiatives and it is difficult to assert if the role played by HR professionals in a number of firms is strategic. The research findings suggest an advanced level of HRM exists in the sector. There is a strong employee development ethic in medical technology firms in Galway, including regular business-related training and opportunities for promotion. Finns are adopting flexible work arrangements in an effort to address work-life balance issues, although the diffusion of flexible work practices varies, depending on Finn size and occupational group. There has been a swift and sharp rise in workplace diversity in recent years, mainly\ud
due to the increasing participation of immigrant workers in the Irish labour force. Firms are adopting diversity policies as a result. In contrast with previous research earned out in the sector, recruitment and retention\ud
were not identified as issues in this research. Recruiting top talent remains one of the top priorities of HR professionals in sector, and with a few exceptions, there is a readily available pool of qualified human resources in the region. \ud
Performance management and perfonnance related pay are also widely used. HR professionals in the medical technology sector re!)' on the advice and support of\ud
Irish Business and Employers Confederation (IBEC) to a great extent in their day-today operations.\ud
One high-performing firm was chosen from the sample for further analysis. A model of successful HRM is proposed from this research. It involves the use of a coherent set of HR practices such as selecting and recruiting people who fit organisational culture, a high level of internal promotions, a high degree of employee empowerment and autonomy, performance reviews and performance related pay for all employees,\ud
regular two-way communication between line management and employees, and an on-going incentive-based suggestion schemes