This chapter focuses on the changes in certain aspects of the organization, which can lead to increasing quality of work life without lowering productivity and affecting the well-being of an organization’s employees. The quality of work life concept can be translated into operational terms and be applied to the specific context of the organization through programs. A Youngstown State University oral history project captured the recollections of some of the Lordstown autoworkers. The term Quality of Work Life remained ambiguous for a long time, until in the 1970s a handful of companies expressed interest in putting it into practice, such as Procter & Gamble and General Motors in the United States, and Volvo in Scandinavia. The effects of stress upon health are becoming more and more relevant. An active workforce that is healthy, motivated and well-qualified constitutes a fundamental element of companies in the twenty-first century.