In recent years, the construction industry has shown a steady decline in productivity and worker morale, while experiencing an increase in absenteeism (Maloney, 1991; CII, 1982). This has had a tremendous economic and motivational impact. This dilemma coupled with the fast-paced growth of competition has led many construction companies to look for new ways to improve overall performance and reduce absenteeism. For over twenty years construction researchers have proposed various employee participation programs (EPP’s) as a possible management method to counter the decline in productivity. The suggested modern styles of management included applications such as: quality circles, goal setting, participative decision making, work crew selection, work teams, and more recently, Total Quality Management / Continuous Improvement Programs. While these past research efforts proposed such approaches, they are still not considered standard practices for the industry. Some leading edge contractors are working towards adaptation of these new management methods in hopes of leading their competition. This research studies four construction firms and their efforts to implement Employee Participation Programs (EPP’s) as part of their movement towards improving quality management. Each of the four cases utilized a “top-down” implementation approach which began with the management, executive, office staff, and supervisory personnel (company level). At the time of this study, the case companies had not established EPP’s at the field level of their organizations. The research investigates employee participation programs and their effects on absenteeism. The research utilized F-Tests (analysis of variance), factor analyses, T-tests, and regression analyses in support of its findings. The overall results show that EPP’s can have a negative influence on the variation in absenteeism behaviors. The findings indicate that the EPP’s affects over time increase as the program matures. The study concluded that employee perception of their significance and their proximity to the participation played a major role in the overall effects on absenteeism. The study found that the decision / problem environment was the single best predictor of changes in absence behaviors. Significant absenteeism trends were identified in Post-EPP measurement periods. The outcomes of this study were secured through the development and pilot use of the Employee Participation Program Profile Classification System (EPP-PCS).