Insights from a variety of research streams were synthesized to identify the key ingredients of a high-quality work environment in Canada's health care sector and ways of achieving high-quality workplaces in the sector. The following sets of interacting factors were considered: (1) the work environment and the human resource practices that shape it; (2) job design and organizational structure, including technology; (3) employment relationships; and (4) industrial relations. The study documented the links between work environments, employment and industrial relations, and "healthy" outcomes for workers and organizations and drew on a broad base of evidence to formulate a model of a high-quality work environment. The evidence established that Canada's health care organizations can and must achieve a virtuous circle connecting work environments, individual quality of work life, and organizational performance. The following were among the 11 recommendations emerging from the study: (1) policymakers should provide a stable policy and funding environment in which to make workplace improvements; (2) although different health care unions and professional associations have unique needs, their leaders must develop a common, long-term workplace improvement agenda; and (3) managers should promote workplace cultures that value employees as assets and work to rebuild commitment and trust between employee and employer. (Contains 93 references.) (MN)