Edited by Aoife M. McDermott, Professor of Human Resource Management, Aston University, UK, Visiting Scholar, University of California, Berkeley, US and Adjunct Professor, Centre for Work, Organisation and Wellbeing, Griffith University, Australia, Paula Hyde, formerly Professor of Organisation Studies, Birmingham Business School, University of Birmingham, UK, Ariel C. Avgar, David M. Cohen Professor of Labor Relations, ILR School, Cornell University, Ithaca NY, US and Louise FitzGerald, Emeritus Professor of Organization Development, De Montfort University, Leicester, UK

• Contents:1 Introduction to Research Handbook on Contemporary Human ResourceManagement for Health Care 1Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. AvgarPART I THE CONTEXT FOR HUMAN RESOURCE MANAGEMENTIN HEALTH CARE2 Commentary on Part I. Context: a pretext and opportunity for therenovation of human resources policies and practices in health and social care 18Jean-Louis Denis3 The international health labour market and health worker migration 25Jennifer Creese and Niamh Humphries4 Organisation and delivery of HRM: strategic HRM, business modelsand private equity 41Paula Hyde5 Employment relationships in health care 55Nick Krachler and Stephen Bach6 Labor relations in health care 72Rebecca Kolins Givan and Nick Krachler7 Confronting technological change on the frontlines of health care delivery 90Adam Seth LitwinPART II THE CLINICAL WORKFORCE AND STAFFING8 Commentary on Part II. The clinical workforce 109Trish Reay9 Cycles of deterioration: the medical workforce and the working lives ofhospital doctors 117John-Paul Byrne and Niamh Humphries10 Researching how to ‘retain and sustain’ the nursing and midwiferyprofessions: time to intervene to improve the practice environment 132Anne Matthews and Marcia Kirwan11 Allied health professionals: hidden but essential 149Matthew Walker, Pauline Stanton, Beni Halvorsen, Jillian Cavanagh andTimothy Bartram12 Key issues in workforce redesign: insights from support roles in health care 164Ian Kessler13 Key considerations in health workforce planning 181Sarah Simkin, Caroline Chamberland-Rowe and Ivy Lynn BourgeaultPART III ORGANIZING WORK AND TEAMWORK14 Commentary on Part III. Organizing work and teamwork 201Jody Hoffer Gittell15 Occupational segregation, workforce re-design and the consequencesfor work and employment (in)equalities 206Anne McBride16 Participation, involvement and employee voice in health care 224Leah Hague, Michael Barry, Paula K. Mowbray and Adrian Wilkinson17 Maintaining workforce capacity: retention and recruitment of healthcare workers 238Rachel Williams18 High-performance work practices in health care: progress on keythemes and prospects for future research 255Steven Kilroy19 Managing interprofessional teamwork: strategic relational humanresource management and the power of relational coordination 273Qian Zhang, Hao Gong and Jody Hoffer GittellPART IV EXPERIENCES OF WORK20 Commentary on Part IV. The experience of work in health care 290David E. Guest21 Creating a healthy work environment and worker well-being 300Anthony Montgomery and Olga Lainidi22 Pay and reward in health care services: insights from the case of the UK 318Mark Exworthy and David Nash23 Job quality: looking after the people who look after the people 335David A. Buchanan and Simone Jordan24 Work–life balance in health care 357Sari Mansour, Malik Faisal Azeem and Denis Chênevert25 Organizational, team and individual resilience in health care: what doesthis mean for HRM? 373Anaïs Galy, Patrick Groulx, Julia Aubouin-Bonnaventure, Denis Chênevert,Evelyne Fouquereau and Séverine ChevalierPART V HRM SUPPORT FOR LEADERSHIP, MANAGEMENT ANDIMPROVEMENT26 Commentary on Part V. HRM support for leadership, management andimprovement: the key role of health contexts and professionalism 397Gerry McGivern27 Virtualizing HR in health care: early insights from a study of surgicalteams during COVID-19 406Tracey Rosell and Martin Kitchener28 Key issues in management and leadership of interorganisational coordination 420Ninna Meier29 A call for strategic HRM to support service innovation in health care 436Graeme Currie30 Conclusion to Research Handbook on Contemporary Human ResourceManagement for Health Care 446Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. AvgarIndex 460

‘This Research Handbook assembles outstanding scholars from across the globe to provide compelling, expansive, holistic, and sophisticated analyses of both the daunting workplace challenges to sustainably delivering accessible, high-quality care and the promise of engaged and imaginative human resource management as a solution to these challenges.’

Edited by Aoife M. McDermott, Professor of Human Resource Management, Aston University, UK, Visiting Scholar, University of California, Berkeley, US and Adjunct Professor, Centre for Work, Organisation and Wellbeing, Griffith University, Australia, Paula Hyde, formerly Professor of Organisation Studies, Birmingham Business School, University of Birmingham, UK, Ariel C. Avgar, David M. Cohen Professor of Labor Relations, ILR School, Cornell University, Ithaca NY, US and Louise FitzGerald, Emeritus Professor of Organization Development, De Montfort University, Leicester, UK

• Contents:1 Introduction to Research Handbook on Contemporary Human ResourceManagement for Health Care 1Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. AvgarPART I THE CONTEXT FOR HUMAN RESOURCE MANAGEMENTIN HEALTH CARE2 Commentary on Part I. Context: a pretext and opportunity for therenovation of human resources policies and practices in health and social care 18Jean-Louis Denis3 The international health labour market and health worker migration 25Jennifer Creese and Niamh Humphries4 Organisation and delivery of HRM: strategic HRM, business modelsand private equity 41Paula Hyde5 Employment relationships in health care 55Nick Krachler and Stephen Bach6 Labor relations in health care 72Rebecca Kolins Givan and Nick Krachler7 Confronting technological change on the frontlines of health care delivery 90Adam Seth LitwinPART II THE CLINICAL WORKFORCE AND STAFFING8 Commentary on Part II. The clinical workforce 109Trish Reay9 Cycles of deterioration: the medical workforce and the working lives ofhospital doctors 117John-Paul Byrne and Niamh Humphries10 Researching how to ‘retain and sustain’ the nursing and midwiferyprofessions: time to intervene to improve the practice environment 132Anne Matthews and Marcia Kirwan11 Allied health professionals: hidden but essential 149Matthew Walker, Pauline Stanton, Beni Halvorsen, Jillian Cavanagh andTimothy Bartram12 Key issues in workforce redesign: insights from support roles in health care 164Ian Kessler13 Key considerations in health workforce planning 181Sarah Simkin, Caroline Chamberland-Rowe and Ivy Lynn BourgeaultPART III ORGANIZING WORK AND TEAMWORK14 Commentary on Part III. Organizing work and teamwork 201Jody Hoffer Gittell15 Occupational segregation, workforce re-design and the consequencesfor work and employment (in)equalities 206Anne McBride16 Participation, involvement and employee voice in health care 224Leah Hague, Michael Barry, Paula K. Mowbray and Adrian Wilkinson17 Maintaining workforce capacity: retention and recruitment of healthcare workers 238Rachel Williams18 High-performance work practices in health care: progress on keythemes and prospects for future research 255Steven Kilroy19 Managing interprofessional teamwork: strategic relational humanresource management and the power of relational coordination 273Qian Zhang, Hao Gong and Jody Hoffer GittellPART IV EXPERIENCES OF WORK20 Commentary on Part IV. The experience of work in health care 290David E. Guest21 Creating a healthy work environment and worker well-being 300Anthony Montgomery and Olga Lainidi22 Pay and reward in health care services: insights from the case of the UK 318Mark Exworthy and David Nash23 Job quality: looking after the people who look after the people 335David A. Buchanan and Simone Jordan24 Work–life balance in health care 357Sari Mansour, Malik Faisal Azeem and Denis Chênevert25 Organizational, team and individual resilience in health care: what doesthis mean for HRM? 373Anaïs Galy, Patrick Groulx, Julia Aubouin-Bonnaventure, Denis Chênevert,Evelyne Fouquereau and Séverine ChevalierPART V HRM SUPPORT FOR LEADERSHIP, MANAGEMENT ANDIMPROVEMENT26 Commentary on Part V. HRM support for leadership, management andimprovement: the key role of health contexts and professionalism 397Gerry McGivern27 Virtualizing HR in health care: early insights from a study of surgicalteams during COVID-19 406Tracey Rosell and Martin Kitchener28 Key issues in management and leadership of interorganisational coordination 420Ninna Meier29 A call for strategic HRM to support service innovation in health care 436Graeme Currie30 Conclusion to Research Handbook on Contemporary Human ResourceManagement for Health Care 446Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. AvgarIndex 460

‘This Research Handbook assembles outstanding scholars from across the globe to provide compelling, expansive, holistic, and sophisticated analyses of both the daunting workplace challenges to sustainably delivering accessible, high-quality care and the promise of engaged and imaginative human resource management as a solution to these challenges.’

Edited by Aoife M. McDermott, Professor of Human Resource Management, Aston University, UK, Visiting Scholar, University of California, Berkeley, US and Adjunct Professor, Centre for Work, Organisation and Wellbeing, Griffith University, Australia, Paula Hyde, formerly Professor of Organisation Studies, Birmingham Business School, University of Birmingham, UK, Ariel C. Avgar, David M. Cohen Professor of Labor Relations, ILR School, Cornell University, Ithaca NY, US and Louise FitzGerald, Emeritus Professor of Organization Development, De Montfort University, Leicester, UK

• Contents:1 Introduction to Research Handbook on Contemporary Human ResourceManagement for Health Care 1Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. AvgarPART I THE CONTEXT FOR HUMAN RESOURCE MANAGEMENTIN HEALTH CARE2 Commentary on Part I. Context: a pretext and opportunity for therenovation of human resources policies and practices in health and social care 18Jean-Louis Denis3 The international health labour market and health worker migration 25Jennifer Creese and Niamh Humphries4 Organisation and delivery of HRM: strategic HRM, business modelsand private equity 41Paula Hyde5 Employment relationships in health care 55Nick Krachler and Stephen Bach6 Labor relations in health care 72Rebecca Kolins Givan and Nick Krachler7 Confronting technological change on the frontlines of health care delivery 90Adam Seth LitwinPART II THE CLINICAL WORKFORCE AND STAFFING8 Commentary on Part II. The clinical workforce 109Trish Reay9 Cycles of deterioration: the medical workforce and the working lives ofhospital doctors 117John-Paul Byrne and Niamh Humphries10 Researching how to ‘retain and sustain’ the nursing and midwiferyprofessions: time to intervene to improve the practice environment 132Anne Matthews and Marcia Kirwan11 Allied health professionals: hidden but essential 149Matthew Walker, Pauline Stanton, Beni Halvorsen, Jillian Cavanagh andTimothy Bartram12 Key issues in workforce redesign: insights from support roles in health care 164Ian Kessler13 Key considerations in health workforce planning 181Sarah Simkin, Caroline Chamberland-Rowe and Ivy Lynn BourgeaultPART III ORGANIZING WORK AND TEAMWORK14 Commentary on Part III. Organizing work and teamwork 201Jody Hoffer Gittell15 Occupational segregation, workforce re-design and the consequencesfor work and employment (in)equalities 206Anne McBride16 Participation, involvement and employee voice in health care 224Leah Hague, Michael Barry, Paula K. Mowbray and Adrian Wilkinson17 Maintaining workforce capacity: retention and recruitment of healthcare workers 238Rachel Williams18 High-performance work practices in health care: progress on keythemes and prospects for future research 255Steven Kilroy19 Managing interprofessional teamwork: strategic relational humanresource management and the power of relational coordination 273Qian Zhang, Hao Gong and Jody Hoffer GittellPART IV EXPERIENCES OF WORK20 Commentary on Part IV. The experience of work in health care 290David E. Guest21 Creating a healthy work environment and worker well-being 300Anthony Montgomery and Olga Lainidi22 Pay and reward in health care services: insights from the case of the UK 318Mark Exworthy and David Nash23 Job quality: looking after the people who look after the people 335David A. Buchanan and Simone Jordan24 Work–life balance in health care 357Sari Mansour, Malik Faisal Azeem and Denis Chênevert25 Organizational, team and individual resilience in health care: what doesthis mean for HRM? 373Anaïs Galy, Patrick Groulx, Julia Aubouin-Bonnaventure, Denis Chênevert,Evelyne Fouquereau and Séverine ChevalierPART V HRM SUPPORT FOR LEADERSHIP, MANAGEMENT ANDIMPROVEMENT26 Commentary on Part V. HRM support for leadership, management andimprovement: the key role of health contexts and professionalism 397Gerry McGivern27 Virtualizing HR in health care: early insights from a study of surgicalteams during COVID-19 406Tracey Rosell and Martin Kitchener28 Key issues in management and leadership of interorganisational coordination 420Ninna Meier29 A call for strategic HRM to support service innovation in health care 436Graeme Currie30 Conclusion to Research Handbook on Contemporary Human ResourceManagement for Health Care 446Aoife M. McDermott, Paula Hyde, Louise FitzGerald and Ariel C. AvgarIndex 460

‘This Research Handbook assembles outstanding scholars from across the globe to provide compelling, expansive, holistic, and sophisticated analyses of both the daunting workplace challenges to sustainably delivering accessible, high-quality care and the promise of engaged and imaginative human resource management as a solution to these challenges.’