Addresses the complex socioeconomic problem of improving the quality of worklife and, in the process, improving productivity. Focuses on ways to provide a work climate that will stimulate pleasurable ego-involvement in the job, thereby bringing about increased productivity as a likely by-product. Explores a number of attempts to improve the quality of worklife--among them job redesign, participative management, and costsaving sharing. Presents case histories illustrating successful experiences, followed by the author's comments highlighting possible application to other companies. Reviews potential problems and pitfalls attendant upon work improvement programs. Presents a series of guidelines for introducing a quality of work program, based on generalizations from the above and from works of reputable authorities, followed by an independent set of guidelines and recommendations advanced by the author. Appendixes include an outline of an evaluation procedure and a proposed supervisory training workshop on improving the quality of worklife. (Author)