This article analyzes labor organization at an enterprise across three interrelated components: working time, employee participation in decision}making, and skill utilization within the work process. The relationship between the structure of working time, the coordination of operations, the distribution of functions, and labor output is examined. The analysis draws on OECD, ILO, and Eurofound data, which enable a comparison of productivity indicators, working time characteristics, employee involvement, and the use of skills in the workplace. It is shown that output cannot be assessed solely by output per hour worked, as the same result is achieved through different production mechanisms. It is established that longer working hours and increased workloads do not create a sustainable output reserve while intra}shift losses, gaps between operations, and the incomplete utilization of employee skills persist. It is revealed that employee participation in process regulation, the coordination of functions within a shift, and the inclusion of training in the work process itself influence the stability of operations and the reduction of lost working time. It is concluded that the reserve for productivity growth lies within the organization of the labor process and is associated with coordination, the use of skills, and the organization of working time.