Effects of Organizational Diagnosis and Intervention on Blue-Collar "Blues"

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Abstract
A small Midwestern manufacturing company suffered excessive turnover among its blue-collar workers in 1972. An organizational diagnosis involving interviews and survey questionnaire assessment of all employees revealed some possible reasons. Several interventions of feedback, supervisory skills training, and process observation were conducted by a team of organizational psychologists; the effects of the interventions are discussed in terms of changes in turnover, reduced absenteeism, and more positive attitudes toward work, the company, and supervision.

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