Quality of worklife"" (QWL) is a code phrase that has recently joined the older synonymous slogans of human relations management--""job enrichment,"" ""job enlargement,"" ""participatory management."" This book is intended to be an assessment of the state-of-the-art in QWL programs aimed at increasing productivity and job satisfaction. It is confusing, often shallow, and lacks historical depth. After briefly defining what constitutes a QWL program, the author plunges into a series of nearly thirty case studies which make up the bulk of the book. They are usually two to three pages in length and are of very uneven quality. Many are prÃ‰cis of managementproduced reports, and their reliability is thus difficult to gauge. No attempt is made to develop a standard format within which to present and compare information. One is thus slowly overwhelmed by the accumulation of unorganized piecemeal data and commentary. The final moppingup sections are no more orderly; one presents the works of a number of leading experts in potted one- or two-page summaries that are little more than shopping lists. It is hard to think of anyone for whom this book would be useful.