The 60-person unit was responsible for generating records and entering data into a mainframe computer. The unit had a growing backlog of work and was known for low productivity, poor quality output, and excessive absenteeism. The unit would not be receiving additional resources, so resolution of the problems had to come from within. Efforts to improve the unit's productivity occurred over a 7-month period. To reverse the longstanding climate of failure and mediocrity and to develop momentum for additional changes, supervisors and an elected group of employees set work standards to clarify management's expectations and to provide productivity goals. The work standards were linked to a five-level employee appraisal system. Low-performing employees were expected to improve each month. Job enrichment strategies included giving workers some autonomy and control over their own work by eliminating repeated verifications by other employees. Rules regarding talking in the work area and timing of lunch and breaks were relaxed. A problemsolving team composed of peer-elected employees was formed. The work area was also rearranged in a more informal manner. Cash awards and letters of commendation were also used. During the course of the project, productivity increased by 62.6 percent, absenteeism dropped by over 20 percent, and turnover dropped by 50 percent. Management techniques like these show people that their work is important to the organization and that the organization cares about them as individuals. These are crucial to improving productivity in the average employee. Four footnotes are supplied.