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Improving the quality of work life in order to reduce alienation, anomie, physical and mental stress has been a focus of human service professionals for many decades. In the past twenty years much of this work has been in Quality of Work Life and Quality Circles (Theory Z) designed to increase worker participation. These efforts have centered around increasing the participation and involvement of lower level employees in decisions that affect their daily working lives. This paper takes the position that good training is not enough. If employee participation is to really take hold, it must be supported by appropriate organizational structures and procedures. Human service professionals who want to increase their influence on organizations must augment their knowledge and skills in social relations with an understanding of organization theory and design. The paper concludes by suggesting directions for the 1980s, pointing out the need for techno-structural intervention strategies and highlighting potential entry levers for those concerned with improving the quality of work life in organizations.

Quality Circles in Quality of Work Life Projects: Problems and Prospects for Increasing Employee Participation