Publisher's Synopsis
This study is one of the few complete field studies of organizational change. The author's work documents a major quality of work life experiment which occurred as part of a national research program at the Institute for Social Research, at the University of Michigan. The central focus of the experiment was to allow formal participation of employees in the process of implementing various changes in the workplace. The findings demonstrate that participation had a substantial impact on the employees in this division of TVA in comparison to the control division.
