This study aimed to identify the influential relationships among factors related to job alienation targeting unskilled production workers by drawing upon the social learning theory perspective, and to explore methods for modifying employees' job-alienated behavior. Because this study draws upon the social learning theory perspective, it relied on a quasi-experimental research design and analyzed the results of a preliminary survey and a main survey conducted from June to August 1989. To summarize the analyzed results: job alienation feelings and job-alienated behavioral intentions showed a mutually positive influential relationship, and overall, employees exhibited differences in job alienation feelings and job-alienated behavioral intentions depending on the outcomes of managerial actions taken in response to other employees' job-alienated behavior. Furthermore, employees engaged in unskilled group work showed relatively higher job alienation feelings than those in unskilled individual work. Job alienation feelings decreased as tenure lengthened, as pay levels increased, as the level of vocationalist job consciousness decreased, and as the levels of social needs or growth needs increased. Based on these findings, managerial strategic implications were presented as modification strategies for job-alienated behavior.