Abstract
It may be surprising for HR scholars and practitioners to learn about the dysfunctional outcomes of HR practices that are currently seen as “best practices.” The chapters in Part III show how job redesign typically accomplishes the opposite of what is needed (McBride), how the lack of voice for health care workers further demoralizes and disengages them (Hague et al.), and how retention and recruitment challenges are exacerbated by the unnecessarily difficult nature of health care work (Williams). But these chapters also show how HR practices can be redesigned to fit the interdependent nature of the work and achieve better outcomes. One shows that high-performance work systems can be redesigned to address issues like workload and building connections across a status hierarchy (Kilroy). The final chapter shows how to design HR practices that build relationships across interdependent jobs, including those divided by the status hierarchy (Zhang et al.).