Limited research has been conducted on the direct and indirect impact of union-management cooperation (UMC) programs on worker autonomy, work group effectiveness, and worker satisfaction. For this study, a research questionnaire designed to explore these relationships was mailed to four Ohio unions and was returned by 339 members. Workers at facilities with a UMC program were found to experience slightly more worker autonomy. At UMC facilities there were no differences in worker autonomy between participants and nonparticipants of UMC teams. However, program intensity was related to the level of worker autonomy experienced among team members. The presence of a UMC program was not associated with improved work group processes, but the age of the UMC program had a positive association with work group processes. Satisfaction with work, supervision, and coworkers increased with effective work group processes. Worker autonomy was related to satisfaction with work and supervision, but not satisfaction with coworkers. Support for the UMC process increased the likelihood of supervisors involving employees in workplace decisions. Supervisors were also more likely to encourage participation in workplace decisions when workers were trained in problem solving techniques or held jobs which allowed them to control their work pace. Significant improvement in work group processes occurred when supervisors permitted workers to participate in workplace decisions. (Contains 11 references.) (Author/YLB)