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From a comparative viewpoint, German personnel management can be seen as a configuration shaped by a specific form of “corporatism”, worker participation, and the educational system (particularly the apprenticeship tradition). Although challenges from new technology and internationalization have prompted new concepts and negotiation patterns, the approach to personnel management in Germany has not changed drastically. This is reflected in a reluctance to accept, or translate, the label of “human resource management”. The historically unique constellation of a rapid integration of a previously separate and potentially hostile state (the GDR) into the Federal Republic has brought about new strategies and procedures of co‐operation between employers, unions, and state agencies. They also follow, however, the lines of German traditions and institutions.

Asserts that job satisfaction and motivation of workers are rarely considered when the introduction of new technology is planned and implemented. Sets this belief in the context of German industrial practice and law and describes an approach called ATAA, developed for use in the German metal‐working industry in any situation where a redesign of the organization, the job content or the technology is needed. Explains the philosophy (intended to place human needs centre stage), the method of analysis employed and the co‐operative approach of management and works council. Includes a case‐history of work redesign in a lathe shop.