Abstract
The purpose of this study was to determine the effect of employee participation in job design activities on manufacturing performance and employee attitudes. Nine supervisors were given training in the use of participative job design techniques. As part of this training, each supervisor conducted eight or more group problem-solving sessions with his employees. These groups and a matched control group, which did not use participative methods, were evaluated in terms of output, employee attitudes, and the level of participation. The percentage of favorable job attitudes and the amount of performance improvement were both positively related to level of group participation. Output was increased by 45 and 90%, respectively, in the groups which achieved medium and high levels of employee participation.
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