The primary research has been based on the Irish services sector with specific reference to the hotel, tourism and hospital sectors. Comparisons will be drawn with the UK and where appropriate other European Countries. There are four main aims of the research: firstly, to establish a profile of atypical employees: secondly, to establish the terms and conditions of such employees; thirdly, to consider management perspectives which address issues relevant to peripheral employees; and finally, to consider the future outlook for atypical employment in the Irish Service Sector. Within the British literature one of the best basis for discussion is the concept of the "Flexible firm" proposed by Atkinson (1987), who argued that new firms are segmenting their workforces into a core and a periphery. Core employees have standard working conditions, secure employment, promotion etc. Conversely, with peripheral employees, firms focus on using a cheaper supply of labour by using employees who attract lower non wage costs, and also by achieving numerical flexibility. This research attempts to establish a "profile" of atypical employees within the sectors previously identified. A comparison between the Irish hotel, tourism and hospital sector is attempted in order to gain a greater insight into the nature of atypical work in these three service sectors. The research primarily concentrates on four main types of numerical flexibility: Part time, Temporary (Seasonal), Temporary (Fixed Term), and Casual employees. Issues such as age, gender and marital status are examined. The extent of the reliance of establishments on atypical employment practices and the location of such employees within the organisation are evaluated. The issue of whether atypical employees work in isolation or are an integral part of the workforce are also considered. Other issues addressed in this research are "terms and conditions" of employment. Levels of staff development and training and the criteria applied when developing a remuneration policy and benefits for staff. The internal promotion prospects of atypical employees is examined also. The movement from full time to non full time employment is also evaluated as is movement from the periphery to the core. Comparisons are made between Full Time and Atypical employees in terms of productivity, motivation, absenteeism, and loyalty and the difficulties and disadvantages of utilising this type of workforce are considered. Finally, managerial attitudes towards the future usage of atypical employment and flexibility are evaluated.