This brief introduction will set the context for this book while also providing an overview of the various chapters. It is now some fi fteen years since Roche et al.’s (1998) edited volume explored strategic human resource management (SHRM) in Ireland from a research-based perspective. The intervening years have seen a signifi cant increase in SHRM research by Irish scholars, coupled with the proliferation of specialist undergraduate and masters’ level SHRM programmes (Carbery et al., 2013). In terms of the human resource (HR) profession in Ireland, the Chartered Institute of Personnel and Development (CIPD) has witnessed a dramatic 80 per cent increase in membership since the 1980s. These developments highlight the necessity for continuous theoretical refl ection and empirical scrutiny of SHRM practice. The purpose of this book is to provide an integrated overview of both theory and evidence of the practice of strategic HRM in an Irish context. Broadly understood, SHRM involves a focus on linking human resource management (HRM) to business strategy, designing high performance work systems (HPWSs) and adding value through good people management in an attempt to gain sustained competitive advantage (Boselie, 2010; Delery and Doty, 1996). At the same time, SHRM is subject to multiple interpretations and sometimes contested meanings. This book therefore aims to provide empirically informed insights to illuminate current thinking around SHRM, including a critical analysis of its relevance, application and development in an Irish context. Reflecting the richness, diversity and breadth of SHRM expertise in Ireland, the book draws on the insights of twenty-one contributors representing some nine different institutions. In so doing, we believe it will prove an invaluable resource for undergraduates specialising in SHRM and masters’ students requiring up-to-date knowledge about people management practices and processes, while also serving as a reflective resource for experienced executives.