Among options open to managers in meeting the growing employe demand for, as Shell Canada's Lynn Hall puts it, "humanization of work and the work environment":

* Flexible work schedules (partime, flex-time, job-sharing). "Though proportionately less time may be spent on work," says the United Way report, "the quality or output may be substantially higher when service workers are committed to their assignments."

* Forms of guaranteed employment (and retraining). When job-security, for example, is threatened by new technology. Such programs, says the report, "have yielded higher morale, increased company loyalty, greater productivity and less resistance to technological innovation and work-rule changes."

Companies such as Michigan Sugar, it notes, use job reassignment and rotation "so that even during slow season employes are guaranteed steady work assignements." IBM and Texas Instruments have no-layoff policies.

Another possibility: Japanese and some European industries "rent idle employes to another (typially noncompetitive) firm for a specified period of time -- thus maintaining the employe's salary and work irrespective to the primary employer's economic activity."

* Continuing education, along with sabbatical leaves.

* A variety of retirement options.

* Job redesign and enrichment. This involves, says Hall, "expanding job-content to give employes increased control and decision-making responsibility," leading to employe "self-esteem" and "a sense of influence" over his or her environment.

Already, she says, younger and better-educated workers are seeking "companies and institutions where job enrichment and flexible and rotating assignments are part of the standard operating procedure. . . ."