Work Design and Computercontrolled Systems
Identifieur interne : 001A69 ( Istex/Corpus ); précédent : 001A68; suivant : 001A70Work Design and Computercontrolled Systems
Auteurs : Harmut Wchter ; Brita Modrowthiel ; Giselind RossmannSource :
- Logistics Information Management [ 0957-6053 ] ; 1994-10-01.
Abstract
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 metalworking 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 cooperative approach of management and works council. Includes a casehistory of work redesign in a lathe shop.
Url:
DOI: 10.1108/09576059410071529
Links to Exploration step
ISTEX:373205E4F4D0470C0D343DF178086824A94E32CBLe document en format XML
<record><TEI wicri:istexFullTextTei="biblStruct"><teiHeader><fileDesc><titleStmt><title xml:lang="en">Work Design and Computercontrolled Systems</title><author><name sortKey="Wchter, Harmut" sort="Wchter, Harmut" uniqKey="Wchter H" first="Harmut" last="Wchter">Harmut Wchter</name><affiliation><mods:affiliation>Based at the University of Trier, Germany.</mods:affiliation></affiliation></author><author><name sortKey="Modrowthiel, Brita" sort="Modrowthiel, Brita" uniqKey="Modrowthiel B" first="Brita" last="Modrowthiel">Brita Modrowthiel</name><affiliation><mods:affiliation>Based at the University of Trier, Germany.</mods:affiliation></affiliation></author><author><name sortKey="Rossmann, Giselind" sort="Rossmann, Giselind" uniqKey="Rossmann G" first="Giselind" last="Rossmann">Giselind Rossmann</name><affiliation><mods:affiliation>Based at the University of Trier, Germany.</mods:affiliation></affiliation></author></titleStmt><publicationStmt><idno type="wicri:source">ISTEX</idno><idno type="RBID">ISTEX:373205E4F4D0470C0D343DF178086824A94E32CB</idno><date when="1994" year="1994">1994</date><idno type="doi">10.1108/09576059410071529</idno><idno type="url">https://api.istex.fr/document/373205E4F4D0470C0D343DF178086824A94E32CB/fulltext/pdf</idno><idno type="wicri:Area/Istex/Corpus">001A69</idno><idno type="wicri:explorRef" wicri:stream="Istex" wicri:step="Corpus" wicri:corpus="ISTEX">001A69</idno></publicationStmt><sourceDesc><biblStruct><analytic><title level="a" type="main" xml:lang="en">Work Design and Computercontrolled Systems</title><author><name sortKey="Wchter, Harmut" sort="Wchter, Harmut" uniqKey="Wchter H" first="Harmut" last="Wchter">Harmut Wchter</name><affiliation><mods:affiliation>Based at the University of Trier, Germany.</mods:affiliation></affiliation></author><author><name sortKey="Modrowthiel, Brita" sort="Modrowthiel, Brita" uniqKey="Modrowthiel B" first="Brita" last="Modrowthiel">Brita Modrowthiel</name><affiliation><mods:affiliation>Based at the University of Trier, Germany.</mods:affiliation></affiliation></author><author><name sortKey="Rossmann, Giselind" sort="Rossmann, Giselind" uniqKey="Rossmann G" first="Giselind" last="Rossmann">Giselind Rossmann</name><affiliation><mods:affiliation>Based at the University of Trier, Germany.</mods:affiliation></affiliation></author></analytic><monogr></monogr><series><title level="j">Logistics Information Management</title><idno type="ISSN">0957-6053</idno><imprint><publisher>MCB UP Ltd</publisher><date type="published" when="1994-10-01">1994-10-01</date><biblScope unit="volume">7</biblScope><biblScope unit="issue">5</biblScope><biblScope unit="page" from="44">44</biblScope><biblScope unit="page" to="52">52</biblScope></imprint><idno type="ISSN">0957-6053</idno></series><idno type="istex">373205E4F4D0470C0D343DF178086824A94E32CB</idno><idno type="DOI">10.1108/09576059410071529</idno><idno type="filenameID">0880070506</idno><idno type="original-pdf">0880070506.pdf</idno><idno type="href">09576059410071529.pdf</idno></biblStruct></sourceDesc><seriesStmt><idno type="ISSN">0957-6053</idno></seriesStmt></fileDesc><profileDesc><textClass></textClass><langUsage><language ident="en">en</language></langUsage></profileDesc></teiHeader><front><div type="abstract" xml:lang="en">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 metalworking 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 cooperative approach of management and works council. Includes a casehistory of work redesign in a lathe shop.</div></front></TEI><istex><corpusName>emerald</corpusName><author><json:item><name>Harmut Wchter</name><affiliations><json:string>Based at the University of Trier, Germany.</json:string></affiliations></json:item><json:item><name>Brita ModrowThiel</name><affiliations><json:string>Based at the University of Trier, Germany.</json:string></affiliations></json:item><json:item><name>Giselind Rossmann</name><affiliations><json:string>Based at the University of Trier, Germany.</json:string></affiliations></json:item></author><subject><json:item><lang><json:string>eng</json:string></lang><value>Germany</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Human relations</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Job analysis</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Metals industry</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>New technology</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Work design</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>Works councils</value></json:item></subject><language><json:string>eng</json:string></language><originalGenre><json:string>review-article</json:string></originalGenre><abstract>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 metalworking 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 cooperative approach of management and works council. Includes a casehistory of work redesign in a lathe shop.</abstract><qualityIndicators><score>8.176</score><pdfVersion>1.1</pdfVersion><pdfPageSize>595 x 842 pts (A4)</pdfPageSize><refBibsNative>true</refBibsNative><keywordCount>7</keywordCount><abstractCharCount>627</abstractCharCount><pdfWordCount>5735</pdfWordCount><pdfCharCount>38764</pdfCharCount><pdfPageCount>9</pdfPageCount><abstractWordCount>98</abstractWordCount></qualityIndicators><title>Work Design and Computercontrolled Systems</title><refBibs><json:item><host><author></author><title>1. See Maurice, M., Sorge, A. and Warner, M., Societal Differences in Organizing Manufacturing Units A Comparison of France, West Germany, and Great Britain, Organization Studies, Vol. 1 No. 1, 1980, pp. 5986 and p.76 Wchter, H. and Stengelhofen, T., Human Resource Management in a Unified Germany, Employee Relations, Vol. 14 No. 4, 1992, pp. 2137.</title></host></json:item><json:item><host><author></author><title>2. A description of the programmes is provided in Projekttragerschaft Arbeit und Technik Eds Arbeit und Technik.Chancen und Risiken fr die Arbeitswelt von morgen , Vennekel & Partner GmbH, Bonn, 1990.</title></host></json:item><json:item><host><author></author><title>4. Der Bundesminister fr Forschung und Technologie, der Bundesminister fr Arbeit und Sozialordnung Forschung zur Humanisierung des Arbeitslebens, Dokumentation 1987, Druckhaus Meyer GmbH, Bonn, 1987, p. 28.</title></host></json:item><json:item><host><author></author><title>6. See for example Brdner, P., Fabrik 2000, Alternative Entwicklungspfade in die Zukunft der Fabrik, Edition Sigma Bohn, Berlin, 1985 Kern, H. and Schumann, M., Das Ende der Arbeitsteilung Rationalisierung in der industriellen Produktion, Verlag C.H. Beck, Mnchen, 1990 4. Auflage Schumann, M., BaethgeKinsky, V., Neumann, U. and Springer, R., Breite Diffusion der Neuen Produktionskonzepte zgerlicher Wandel der Arbeitsstrukturen. Zwischenergebnisse aus dem Trendreport Rationalisierung in der Industrie, Soziale Welt, Vol. 41 No. 1, 1990, pp. 4769.</title></host></json:item><json:item><host><author></author><title>7. See Argyris, C., Personality and Organization Theory Revisited, Administrative Science Quarterly, Vol. 18 No. 2, June 1973, S. 14167 Vroom, V., Work and Motivation, Wiley, New York, NY, 1964 Maslow, A., Motivation and Personality, Harper & Row, New York, NY, 1954 McClelland, D.C., Human Motivation, Cambridge1 University Press, Cambridge, New York, NY, 1987 McGregor, D., The Human Side of Enterprise, McGrawHill, New York, NY, 1960 Neuberger, O., Theorien der Arbeitszufriedenheit, Kohlhammer, Stuttgart, 1974 Neuberger, O., Arbeit, Enke, Stuttgart, 1985 Herzberg, F. et al., The Motivation to Work, Wiley, New York, NY, 1967.</title></host></json:item><json:item><host><author></author><title>10. See Kupper, W. and Ortmann, G., Mikropolitik in Organisationen, Die Betriebswirtschaft, Vol. 5 No. 46, 1986, pp. 590602.</title></host></json:item><json:item><host><author></author><title>12. See Ulich, E., Subjektive Ttigkeitsanalyse als Voraussetzung autonomieorientierter Arbeitsgestaltung, in Frei, F. and Ulich, E. Eds, Beitrge zur Psychologischen Arbeitsanalyse, Verlag Hans Huber, Bern u.a., 1981, pp. 32747.</title></host></json:item><json:item><host><author></author><title>13. See Hackman, J.R. and Oldham, G.R., Development of the Job Diagnostic Survey, Journal of Applied Psychology, Vol. 60, 1975, pp. 15970 Hackman, J.R. and Oldham, G.R., Work Redesign, AddisonWesley, Boston, MA, 1980.</title></host></json:item><json:item><host><author></author><title>15. See Kulik, C.T. and Oldham, G.R., Job Diagnostic Survey, in Gael, S. Ed., The Job Analysis Handbook for Business, Industry, and Government, Vol. II, John Wiley & Sons, New York, NY, 1988, pp. 93659.</title></host></json:item><json:item><host><author></author><title>16. See Baitsch, C. and Frei, F., Qualifizierung in der Arbeitsttigkeit, Schriften zur Arbeitspsychologie, Ulich, E. Ed., Band 30, H. Huber, Bern, 1980 Duell, W. and Frei, F., Leitfaden fr qualifizierende Arbeitsgestaltung, Verlag TUV Rheinland, Kln, 1986.</title></host></json:item><json:item><host><author></author><title>17. See Karasek, R.A. Jr, Job Demands, Job Decision Latitude, and Mental Strain Implications for Job Redesign, Administrative Science Quarterly, Vol. 24 No. 2, 1979, pp. 285308.</title></host></json:item><json:item><host><author></author><title>18. See ModrowThiel, B., Rossmann, G., Gottschalch, H. and Wchter, H., Method for the Analysis of Activity Structures and Future Work Forms under Automation, in Kopacek, P. and Genser, R. Eds, Skillbased Automated Production. Selected Papers from the IFAC IFIPIMACS Symposium, Vienna, Austria, 1517 November 1989, Published for the International Federation of Automatic Control, Pergamon Press, Oxford, 1990.</title></host></json:item><json:item><host><author></author><title>19. See Fricke, E., Arbeitnehmerbeteiligung im Wandel. Ein internationaler Vergleich, in KiBler, L. Ed., Modernisierung der Arbeitsbeziehungen. Direkte Arbeitnehmerbeteiligung in deutschen und franzsische Betrieben, Campus Verlag, Frankfurt, New York, NY, 1989, pp. 13653.</title></host></json:item><json:item><host><author></author><title>20. See 19, p. 153 Duell, W., Die Rolle der Gewerkschaften im Prozess qualifizierender Arbeitsgestaltung in Duell, W. and Frei, F. Eds, Arbeit gestalten Mitarbeiter beteiligen. Eine Heuristik qualifizierender Arbeitsgestaltung, Campus Verlag, FrankfurtNew York, NY, 1986, pp. 14451.</title></host></json:item></refBibs><genre><json:string>review-article</json:string></genre><host><volume>7</volume><publisherId><json:string>lim</json:string></publisherId><pages><last>52</last><first>44</first></pages><issn><json:string>0957-6053</json:string></issn><issue>5</issue><subject><json:item><value>Information & knowledge management</value></json:item><json:item><value>Information systems</value></json:item><json:item><value>Management science & operations</value></json:item><json:item><value>Logistics</value></json:item><json:item><value>Supply chain management</value></json:item></subject><genre><json:string>journal</json:string></genre><language><json:string>unknown</json:string></language><title>Logistics Information Management</title><doi><json:string>10.1108/lim</json:string></doi></host><categories><inist><json:string>sciences humaines et sociales</json:string><json:string>art et archeologie</json:string></inist></categories><publicationDate>1994</publicationDate><copyrightDate>1994</copyrightDate><doi><json:string>10.1108/09576059410071529</json:string></doi><id>373205E4F4D0470C0D343DF178086824A94E32CB</id><score>1.3193935</score><fulltext><json:item><extension>pdf</extension><original>true</original><mimetype>application/pdf</mimetype><uri>https://api.istex.fr/document/373205E4F4D0470C0D343DF178086824A94E32CB/fulltext/pdf</uri></json:item><json:item><extension>zip</extension><original>false</original><mimetype>application/zip</mimetype><uri>https://api.istex.fr/document/373205E4F4D0470C0D343DF178086824A94E32CB/fulltext/zip</uri></json:item><istex:fulltextTEI uri="https://api.istex.fr/document/373205E4F4D0470C0D343DF178086824A94E32CB/fulltext/tei"><teiHeader><fileDesc><titleStmt><title level="a" type="main" xml:lang="en">Work Design and Computercontrolled Systems</title><title level="a" type="sub" xml:lang="en">Job Analysis under Automation ATAA</title></titleStmt><publicationStmt><authority>ISTEX</authority><publisher>MCB UP Ltd</publisher><availability><p>© MCB UP Limited</p></availability><date>1994</date></publicationStmt><sourceDesc><biblStruct type="inbook"><analytic><title level="a" type="main" xml:lang="en">Work Design and Computercontrolled Systems</title><title level="a" type="sub" xml:lang="en">Job Analysis under Automation ATAA</title><author xml:id="author-1"><persName><forename type="first">Harmut</forename><surname>Wchter</surname></persName><affiliation>Based at the University of Trier, Germany.</affiliation></author><author xml:id="author-2"><persName><forename type="first">Brita</forename><surname>ModrowThiel</surname></persName><affiliation>Based at the University of Trier, Germany.</affiliation></author><author xml:id="author-3"><persName><forename type="first">Giselind</forename><surname>Rossmann</surname></persName><affiliation>Based at the University of Trier, Germany.</affiliation></author></analytic><monogr><title level="j">Logistics Information Management</title><idno type="pISSN">0957-6053</idno><idno type="DOI">10.1108/lim</idno><imprint><publisher>MCB UP Ltd</publisher><date type="published" when="1994-10-01"></date><biblScope unit="volume">7</biblScope><biblScope unit="issue">5</biblScope><biblScope unit="page" from="44">44</biblScope><biblScope unit="page" to="52">52</biblScope></imprint></monogr><idno type="istex">373205E4F4D0470C0D343DF178086824A94E32CB</idno><idno type="DOI">10.1108/09576059410071529</idno><idno type="filenameID">0880070506</idno><idno type="original-pdf">0880070506.pdf</idno><idno type="href">09576059410071529.pdf</idno></biblStruct></sourceDesc></fileDesc><profileDesc><creation><date>1994</date></creation><langUsage><language ident="en">en</language></langUsage><abstract xml:lang="en"><p>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 metalworking 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 cooperative approach of management and works council. Includes a casehistory of work redesign in a lathe shop.</p></abstract><textClass><keywords scheme="keyword"><list><head>keywords</head><item><term>Germany</term></item><item><term>Human relations</term></item><item><term>Job analysis</term></item><item><term>Metals industry</term></item><item><term>New technology</term></item><item><term>Work design</term></item><item><term>Works councils</term></item></list></keywords></textClass><textClass><keywords scheme="Emerald Subject Group"><list><label>cat-IKM</label><item><term>Information & knowledge management</term></item><label>cat-ISYS</label><item><term>Information systems</term></item></list></keywords></textClass><textClass><keywords scheme="Emerald Subject Group"><list><label>cat-MSOP</label><item><term>Management science & operations</term></item><label>cat-LOG</label><item><term>Logistics</term></item><label>cat-SCMT</label><item><term>Supply chain management</term></item></list></keywords></textClass></profileDesc><revisionDesc><change when="1994-10-01">Published</change></revisionDesc></teiHeader></istex:fulltextTEI><json:item><extension>txt</extension><original>false</original><mimetype>text/plain</mimetype><uri>https://api.istex.fr/document/373205E4F4D0470C0D343DF178086824A94E32CB/fulltext/txt</uri></json:item></fulltext><metadata><istex:metadataXml wicri:clean="corpus emerald not found" wicri:toSee="no header"><istex:xmlDeclaration>version="1.0" encoding="UTF-8"</istex:xmlDeclaration><istex:document><!-- Auto generated NISO JATS XML created by Atypon out of MCB DTD source files. Do Not Edit! --><article dtd-version="1.0" xml:lang="en" article-type="review-article"><front><journal-meta><journal-id journal-id-type="publisher-id">lim</journal-id><journal-id journal-id-type="doi">10.1108/lim</journal-id><journal-title-group><journal-title>Logistics Information Management</journal-title></journal-title-group><issn pub-type="ppub">0957-6053</issn><publisher><publisher-name>MCB UP Ltd</publisher-name></publisher></journal-meta><article-meta><article-id pub-id-type="doi">10.1108/09576059410071529</article-id><article-id pub-id-type="original-pdf">0880070506.pdf</article-id><article-id pub-id-type="filename">0880070506</article-id><article-categories><subj-group subj-group-type="type-of-publication"><compound-subject><compound-subject-part content-type="code">review-article</compound-subject-part><compound-subject-part content-type="label">General review</compound-subject-part></compound-subject></subj-group><subj-group subj-group-type="subject"><compound-subject><compound-subject-part content-type="code">cat-IKM</compound-subject-part><compound-subject-part content-type="label">Information & knowledge management</compound-subject-part></compound-subject><subj-group><compound-subject><compound-subject-part content-type="code">cat-ISYS</compound-subject-part><compound-subject-part content-type="label">Information systems</compound-subject-part></compound-subject></subj-group></subj-group><subj-group subj-group-type="subject"><compound-subject><compound-subject-part content-type="code">cat-MSOP</compound-subject-part><compound-subject-part content-type="label">Management science & operations</compound-subject-part></compound-subject><subj-group><compound-subject><compound-subject-part content-type="code">cat-LOG</compound-subject-part><compound-subject-part content-type="label">Logistics</compound-subject-part></compound-subject></subj-group><subj-group><compound-subject><compound-subject-part content-type="code">cat-SCMT</compound-subject-part><compound-subject-part content-type="label">Supply chain management</compound-subject-part></compound-subject></subj-group></subj-group></article-categories><title-group><article-title>Work Design and Computer‐controlled Systems:</article-title><subtitle>Job Analysis under Automation – ATAA</subtitle></title-group><contrib-group><contrib contrib-type="author"><string-name><given-names>Harmut</given-names> <surname>Wächter</surname></string-name><aff>Based at the University of Trier, Germany.</aff></contrib><x></x><contrib contrib-type="author"><string-name><given-names>Brita</given-names> <surname>Modrow‐Thiel</surname></string-name><aff>Based at the University of Trier, Germany.</aff></contrib><x></x><contrib contrib-type="author"><string-name><given-names>Giselind</given-names> <surname>Rossmann</surname></string-name><aff>Based at the University of Trier, Germany.</aff></contrib></contrib-group><pub-date pub-type="ppub"><day>01</day><month>10</month><year>1994</year></pub-date><volume>7</volume><issue>5</issue><fpage>44</fpage><lpage>52</lpage><permissions><copyright-statement>© MCB UP Limited</copyright-statement><copyright-year>1994</copyright-year><license license-type="publisher"><license-p></license-p></license></permissions><self-uri content-type="pdf" xlink:href="09576059410071529.pdf"></self-uri><abstract><p>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.</p></abstract><kwd-group><kwd>Germany</kwd><x>, </x><kwd>Human relations</kwd><x>, </x><kwd>Job analysis</kwd><x>, </x><kwd>Metals industry</kwd><x>, </x><kwd>New technology</kwd><x>, </x><kwd>Work design</kwd><x>, </x><kwd>Works councils</kwd></kwd-group><custom-meta-group><custom-meta><meta-name>peer-reviewed</meta-name><meta-value>no</meta-value></custom-meta><custom-meta><meta-name>academic-content</meta-name><meta-value>yes</meta-value></custom-meta><custom-meta><meta-name>rightslink</meta-name><meta-value>included</meta-value></custom-meta></custom-meta-group></article-meta></front><body><sec><title>Humanizing Work Conditions – Pilot Projects and Implementation Problems</title><sec><title>The “Humanization of Work” and “Work and Technology” Programmes</title><p>Changed market conditions – especially the expansion of the product spectrum, which occurred simultaneously with higher quality standards, shorter delivery phases and fierce price competition – demand more flexibility in construction, product planning and production within the metal‐working industry. Productivity increases through permanent innovation are necessary. These conditions lead to an implementation and a further expansion of flexible, computer‐controlled communication and production technologies.</p><p>The base of this development is the production worker′s broad qualification[<xref ref-type="bibr" rid="b1">1</xref>], which traditionally has a high significance in industry as well as craft businesses. In a primarily export‐and high‐technology‐oriented country, especially in the German metal‐working sector, the stock and the development of these broadly qualified human resources should not be endangered. But efforts of large companies to increase their own productivity jeopardize these human resources, if the companies create particular organizational‐technical systems, which neglect the traditional qualification of production workers instead of developing it further. Therefore we are in urgent need of methods which evaluate, at an early stage, the organizational‐technical activities in companies and their consequences on the entire industrial sector.</p><p>The German Ministry of Research and Technology has been active in the development and implementation of measures for the humanization of work conditions since 1974, when the “Humanization of Work” (HoW) Programme was launched. In 1989, the programme was renamed “Work and Technology”[<xref ref-type="bibr" rid="b2">2</xref>]. ATAA[<xref ref-type="fn" rid="f3">3</xref>] was incorporated into both programmes. Nowadays, ATAA is sponsored by Work and Technology because this programme included topics of HoW and was further enlarged into the field of the implementation of new technologies. A human‐oriented design of organizations, work and technology remains the focal objective of the new programme. The development of alternative methods for job analysis, like ATAA, serves this objective.</p><p>The diffusion of these modern technologies affects all areas of society: <disp-quote><p>To ensure a transition that is free of pronounced social conflict, government, sciences, labour unions and professional associations must analyse the interrelation of technological and social change, especially with respect to specific interests and day‐to‐day use...It is in this sense that the Humanization of Work Programme contributes to the innovation process in the socio‐technological transformation of our industrial society[<xref ref-type="bibr" rid="b4">4</xref>].</p></disp-quote></p><p>If you follow a human‐oriented design approach of organizations, technology and work, the human labour and human qualifications comprise the essence of a plant′s autonomy.</p></sec><sec><title>Implementation Problems</title><p>Owing not least to the realization that human resources are the linchpin of a firm′s capacity to adapt to future market opportunities, the models of human‐oriented technical and organizational solutions and personnel qualification[<xref ref-type="fn" rid="f5">5</xref>] developed as part of the HoW programme have found increasing acceptance, particularly in large enterprises.</p><p>In the majority of firms, however, personnel development and the planning of the production process are not integrated. The caveat of the Work and Technology Programme, “that the human factor is acknowledged as integrated element of technical designs”[<xref ref-type="bibr" rid="b2">2, p. 1</xref>] is heeded by few.</p><p>First, investments in computer‐aided technology are often accompanied by the assumption that an organizational and workplace design must be based on the separation of work. In particular, this occurs in expanding small and medium‐sized firms. Work contents, which were formerly united in one job, are divided into different functions and jobs. The low qualification profiles of many jobs do not utilize the potential inherent in the relation of work and learning – “learning by doing”.</p><p>Second, investment decisions and the introduction of new technologies are not integrated with measures to train qualified personnel. Personnel development is thus restricted to the acquisition of new (but not necessarily better) skills and is ineffective if the technical requirements of the system lead to a routinization of tasks and gradual loss in skills.</p><p>There are numerous relevant publications[<xref ref-type="bibr" rid="b6">6</xref>] on the relationship of human capital investment, employees′ qualification and motivation, and the economically efficient use of modern production technology. However, small and medium‐sized firms are characterized by minimal information collection and information processing activities. Therefore the firms lack information regarding the modifiable options of the applied technology, the options of different product designs and their consequences on workplace design.</p><p>In order to change this situation, three conditions must be met. First, decision makers must realize the important strategic value of human‐oriented workplace design. Second, decision makers must have access to information on design options of organization, technology, product and its consequences on the qualification level of the new workplaces. Third, there must be a knowledge of methods (i.e. ATAA), which facilitate the practical achievement of objectives and guidelines of human‐oriented work design.</p><p>In spite of a broad discussion of different approaches, small and medium‐sized firms, which have a minimal information collection and processing capacity, disregard qualification objectives in the implementation process of new technology. The strategic significance of human resources is neglected. “Humanization of Work” is regarded more as a low‐profit, cost‐intensive investment of a social kind, which one could afford only as a “luxury”.</p></sec><sec><title>Workers′ Representatives</title><p>The representatives of workers affected by new technologies also lack methods for anticipating the effects of technological innovation.</p><p>The works council should be involved in the implementation process of new technologies as early as possible. The right to participate in this process and, in particular, the right to be fully informed at an early stage of the planning process is stated clearly in German law (<italic>Betriebsverfassungsgesetz = BetrVG</italic>, the Law on Workplace Labour Relations). In practice, however, the involvement of the works council in investment decisions is far from guaranteed. The Minister of Research and Development respected these rights in the HoW programme. Employers and works councils are to be actively supported in the realization of these rights and obligations and in the co‐operation, based on mutual trust, required by law. The interpretation and application of the rights to appraisal and counselling as well as of the right to co‐determination, however, are often based on a narrow scientific interpretation of the concept of “well‐founded knowledge” for “the humanization of work”. For employers and works councils, the humanization of work usually exhausts itself in ergonomics, safety considerations and, at most, the removal of reduction of work‐related adversities. There is no thematization of work content and of the effects of work content on workers, thus omitting a large part of the work process from humanization measures.</p><p>Information is often provided to worker representatives at such a late stage in the planning process that it represents merely a <italic>fait accompli</italic>: production structures are already fixed and decisions on how and where the new technologies – also the organizational changes – are to be implemented have already been made. The works council can then assume only the role of a fire‐brigade, doing its best to solve problems in critical areas such as employment (lay‐offs and intensification of work via “hidden lay‐offs”), income (remuneration schemes, reclassification of work), occupational safety (e.g. work on display screens) and personal integrity (monitoring and control).</p><p>The implementation of new technologies becomes a central task of the works councils, even though the effects of technical design on work conditions are not analysed. Questions dealing with the creation of new work conditions are pressed into the mould of the planned system and deal primarily with the adaptation of labour to the requirements of the new system.</p></sec></sec><sec><title>The ATAA – A Method for Work Design</title><p>All participants – managers, engineers, workers and the works councils (“practitioners”) – require an instrument for anticipating future work situations and evaluating them in terms of the skill content of labour. This tool must also indicate how the technical organization of work can be modified. For this purpose, we have been developing an instrument for the analysis of activity structures and future work forms under automation (ATAA) for use in the metal‐working industry (firms active in production and in the production processes of upstream and downstream industries) since 1984. The project is funded as part of the Ministry for Research and Technology′s HoW programme.</p><p>A method such as the ATAA must provide more than mere support for the interests of a particular group. It is also not to be misconstrued as an attempt to resolve the employer‐employee conflict via “objectification”. Rather, using a normative framework in the sense of the HoW programme and organizational methods, it should make the relations among interest groups accessible to measures based on rational analysis.</p><sec><title>The Foundations of the ATAA Method – Theoretical Foundations and Theory of Action Regulation</title><p>In contrast with the widely discussed approach based on motivation theory[<xref ref-type="bibr" rid="b7">7</xref>] which analyses work in terms of intrinsic and extrinsic, need‐oriented and incentive‐oriented motivation, the ATAA method is founded on the theory of action regulation[<xref ref-type="fn" rid="f8">8</xref>]. There remains a link to the central theme of motivation theory, however, in that the goal of the method is to provide a design for work in which work itself provides the incentive to work. According to this approach, work should be designed around the individual performing the tasks.</p><p>Work is to be designed such that work activity is consciously goal‐oriented. Complex task structures can be broken down into basic phases: <list list-type="bullet"><list-item><label>• </label><p><italic>Orientation</italic>: Workers must grasp the goal of their task, i.e. they must be aware of the meaning of their task within the production process and of the conditions which must be observed.</p></list-item><list-item><label>• </label><p><italic>Planning</italic>: Workers must conceive a plan for accomplishing the task, i.e. they must conceptualize the procedure, means and techniques adequate to the task. If the plans are designed by others, the worker gains no experience in the conceptual development of the work process.</p></list-item><list-item><label>• </label><p><italic>Doing (actions, operations)</italic>: Workers must implement their approach to the task in order to check the adequacy of their plan. Only on this basis can workers learn to optimize work plans.</p></list-item><list-item><label>• </label><p><italic>Monitoring</italic>: Workers must monitor the adequacy of the plan and whether the performance of tasks corresponds to the plan. The results of this process are fed back into the regulation of the action.</p></list-item><list-item><label>• </label><p><italic>Interaction</italic>: The execution of work tasks depends on various organizational constraints which are determined by the firm′s division of labour and its organization of the work process. Accomplishing a task is therefore contingent on co‐operation and communication.</p></list-item></list></p><p>This task structure, orientation‐planning‐doing‐monitoring, applies to each worker and each task, regardless of whether the actual task involves, for example, primarily planning or monitoring. All tasks require orientation (what must be done), planning (how is it to be done?), doing (can it be done in this way?) and monitoring (was the plan adequate?). Communication and co‐operation are necessary in all of these phases. The five phases of action are shown in <xref ref-type="fig" rid="F_0880070506001">Figure 1</xref>.</p><p>The ATAA method defines characteristic types of action for each of the phases. The five phases are subdivided in 24 types of action[<xref ref-type="fn" rid="f9">9</xref>] to interpret the content and function of individual types of action within the framework of their whole structure. The totality of an action structure is a theoretical concept which assumes an autonomous self‐determined individual. Industrial tasks, on the other hand, limit the action structure, and fragment and isolate types of action.</p><p>The worker′s task results from the vertical and horizontal division of labour and the co‐operative environment of the firm. Superstructures determine to a large part the position of workers in the organizational network and the demands placed on them at their workplace.</p><p>That actions are always distinct follows from the organization concept. Organizational “slices” of tasks, positions and relations, however, can be very diverse. The problem for work design lies in taking an organizational slice in such a way that goals for job enrichment are ensured. This norm does not imply the dissolution of the workshop division of labour. Its thematization and implementation, however, will affect a firm′s internal distribution of power and thus be conflict‐laden[<xref ref-type="bibr" rid="b10">10</xref>].</p><p>In the feedback cycle of “being experienced – using experience – gaining experience – becoming more experienced”, the worker can implement and expand professional qualifications and thus further personal qualification through work. Furthermore, the empirical results of the HoW programme demonstrate that unfragmented activity is more efficient and productive in terms of a firm′s goals[<xref ref-type="fn" rid="f11">11</xref>]. For example, Brödner′s case study, which covers the implementation of a HoW project in a large mechanical engineering company, demonstrates the economic advantage. The costs of work scheduling and programming decreased, average production time was reduced by 30 per cent, production inventory by 30 per cent and there was a twofold increase in productivity[<xref ref-type="bibr" rid="b6">6</xref>].</p></sec><sec><title>Differences between Objective and Subjective Methods of Job Analysis</title><p>The methods of job analysis can be distinguished in objective and subjective approaches. Objective methods offer a basis for future design, that is independent of subjective perceptions of the participants. Thus they give checklists, which practitioners (managers, work councils, workers) may use for a concept of change in the organization, the technology and the job content. Subjective methods include primarily the participating workers into the job design, by asking members of a work group to submit solution plans for a problem in their actual work situation[<xref ref-type="bibr" rid="b12">12</xref>].</p><p>ATAA differs by the level of information selection from the Job Diagnostic Survey (JDS)[<xref ref-type="bibr" rid="b13">13</xref>], which is more well known in English‐speaking countries: ATAA is an objective approach, which means the job is described independently from an individual person and her/his skills, orientations, motivations and perceptions. The unit of analysis is the job task. In order to analyse a job, it is possible that several task analyses have to be done. The division of labour within the firm puts the task of an individual into relation with the company‐wide task structure. Therefore a change of tasks, which is related to an organizational‐technological change, can affect different jobs simultaneously. Consequently, in the planning process, a “complementary change” must and can be considered by ATAA.</p><p>In German‐speaking countries examples of methods with similar goals are VERA, TBS, TAI[<xref ref-type="fn" rid="f14">14</xref>].</p><p>An example of a subjective method of job analysis is JDS. The worker (the individual) is interviewed regarding her/his perception of job characteristics (i.e. skill variety, task identity), critical psychological states (i.e. meaningfulness of the work, knowledge of results), affective outcomes (i.e. general satisfaction, internal work motivation), context satisfactions (i.e. pay satisfaction, security satisfaction) and growth need strength (would like format, job choice format). The characteristics of existing jobs are surveyed in order to improve motivation and satisfaction of the individual worker and consequently improve productivity. The instrument was constructed in such a way that the reliabilities of the job characteristic measures would be fully satisfactory, if the responses of five or more individuals who work on the same job are averaged[<xref ref-type="bibr" rid="b15">15</xref>]. In contrast with ATAA which analyses the job content <italic>per se</italic>, this approach examines conditions of motivated action on the job. The outcome is a restructuring and reorganization process in the company. In German literature, for example, the STA method follows this approach[<xref ref-type="bibr" rid="b16">16</xref>].</p><p>Comparing the two methods, the subjective approach primarily surveys existing jobs in order to change them, whereas the objective approach of ATAA offers broader application. It can be used for changes of existing structures and for a planning process of completely new job contents as well.</p><p>More generally speaking, both concepts are seeking an enrichment of job contents. If the employees have a sufficient qualification, a broader autonomy has positive effects on the individual as well as on the company′s output. The positive relationship between organizational restructuring and enlarged action space is also emphasized by Karasek[<xref ref-type="bibr" rid="b17">17</xref>]. He points out that, for a broad range of workers, mental strain could be reduced without affecting the job demands which may plausibly be associated with organizational output levels.</p></sec><sec><title>Empirical Tests</title><p>Different versions of the ATAA were tested at different stages in the project. In the main trial, 131 workplaces of machinists, tool‐setters, maintenance personnel, programmers, monitors, quality controllers and CAD draughters in 19 factories were analysed. The results were tested statistically to measure the reliability and validity of the method.</p><p>In these tests, the ATAA has proved itself as a method for analysing the diverse contents of types of action, the psychical totality of relational structures and the required level of action regulation, and thus as a powerful tool for prospective work design.</p></sec><sec><title>Using the ATAA: Analysing, Planning and Designing Work Conditions</title><p>The basic analytic unit of the ATAA is the task. The analysis of a specific work activity sometimes requires repeated analysis of tasks. A firm′s division of labour determines the relation of individual tasks to the whole of the firm′s operation. Under technology‐induced changes in work organization, the change in tasks, therefore, affects different workplaces simultaneously. The ATAA includes these “trade‐offs” and incorporates them in the planning process.</p><p>Different tasks are compared using profiles based on an ordinal assessment of types of activity. The profiles indicate the “action space”, or the freedom for discretionary action of the worker in the course of performing a task. The action space consists of the orientation, planning, doing, monitoring and interaction options left to the worker. On this basis, the ATAA identifies work content, disequilibria and marked divergences in the hierarchical and sequential organization of tasks.</p><p>The ordinal scales, by describing work content, indicate where correction is needed. The analysis of technical and organizational concepts, however, does not simply generate work design alternatives. The analysis of work profiles can only indicate that a design may be improved and compare the effects of changes in work design on personnel qualification.</p><p>Alternative configurations of the organization of work can be compared with a catalogue of objectives. Minimal requirements can be set to ensure the maintenance of qualification levels and to indicate where further training measures are needed. The required qualifications are determined by the work content. Therefore qualifications are always analysed in relation to the planned work content. If necessary, an adequate training and qualification measure follows.</p><p>Prerequisite to a firm′s qualification‐oriented work analysis and design is an understanding of the necessity for comprehensive innovation based on humanization, organizational flexibility, personnel qualification, and occupational health and safety.</p><p>Under these conditions, the ATAA method is helpful in the operationalization of planning objectives. The desired scope and qualification level of each phase and type of activity can be defined in planning guidelines.</p><p>Generally speaking, the ATAA method can be used in the metal‐working industry, wherever a redesign of the organization, the job content or the technology is necessary. ATAA can assist engineers and works councils in the evaluation of the contents of future activity structures and work tasks because it provides a standardized and tested method as a basis for assessing the different goals and interests of groups in the workshop. In its function as a standardized and tested neutral method ATAA can be applied universally[<xref ref-type="bibr" rid="b18">18</xref>]. The theory of action regulation serves as a background of this method. The concept is kept simple and understandable. It is tailored for practitioners′ needs. The method is easily transferable into other industrial sectors as well.</p></sec><sec><title>The ATAA in Practice: A Case Study</title><p>In a consulting project for a large automobile manufacturer, the ATAA method was used to evaluate whether a concept developed by management and the works council, for the design of work in the lathe shop, had been realized according to plan. The concept was oriented towards the totality of labour, the utilization and development of personnel qualification and autonomous planning and decision making by the worker. In addition to the positive effects on workers (meaningful work, increased qualification, income security), the concept had positive effects on the firm: <list list-type="bullet"><list-item><label>• </label><p>Increased worker motivation resulting in lower job fluctuation and absenteeism.</p></list-item><list-item><label>• </label><p>Increased flexibility in personnel qualification and organization.</p></list-item><list-item><label>• </label><p>Reduced need for planning, monitoring and quality control.</p></list-item><list-item><label>• </label><p>Shorter batch time.</p></list-item><list-item><label>• </label><p>Flexible job shop sequencing.</p></list-item><list-item><label>• </label><p>Reduced production costs[<xref ref-type="bibr" rid="b19">19</xref>].</p></list-item></list></p><p>A high percentage of the production workers had a metal‐related profession (45 per cent), only 10 per cent of the workforce were unskilled workers, which means they had no apprenticeship at all. The staff of the lathe shop numbered 42 workers. The workers were gradually grouped in two units. Workers in the first unit (Group I = Sub‐group 1 with eight workers) must be capable of performing all tasks in planning and implementation, quality control and the production process: computer programming, choosing tools and resources, job shop sequencing, the control of colleagues and work results and the delegation of tasks. In addition, the members of Group I are the primary contact persons for problems arising in the production process (which they try to resolve with the machinists on the job before consulting outside specialists). Finally, these workers serve as stand‐by labour for work on the machines, palletizing equipment and in machine set‐up.</p><p>Group II (34 workers) comprises the workers involved in actual production, machine setting and maintenance, programme optimization and quality control. This group works under the direction of Group I without, however, the members of the latter group assuming the role of master craftsman or foreman. Master craftsmen are represented on another level.</p><p>In addition to these groups, there are also tool setters (responsible for machine set‐up) and quality controllers (who control the first piece).</p><p>The goal of the concept is to transfer as many planning and implementation tasks as possible, tasks which previously belonged to the set‐up process, back into the workshop. The programming and job scheduling that is done as part of production planning can and should be accessible to modification and optimization in the workshop, i.e. there must be a channel for feedback. One prerequisite for the realization of this concept is the intensive training of the members of Group II, who do not yet have the training and experience to fulfil the organizational and technical requirements. Thus the ongoing training of workers is an integral element of the concept. To reach these objectives, a further differentiation of Group II into two to four sub‐groups (Sub‐group 2, Sub‐group 3, Sub‐group 4) based on qualification is planned. The advancement from one group to the next is contingent on the successful completion of training measures defined by the master craftsman.</p><p>In order to avoid conflict between training and production requirements, more workers are allocated to the production process than necessary, thus creating a manpower buffer to prevent on‐the‐job training – co‐operative problem solving, learning by doing, assistance and instruction from qualified co‐workers, etc. – from interfering with the production process.</p><p>The concept is characterized by a dynamic which makes rigid job descriptions impossible. At most, retrospective documentation of the original job requirements per group can be used for comparative purposes. Original job requirements become obsolete when the worker′s training and experience provide him/her with even more skills. The workers′ efforts acquire the “normative force of the factual” – they become the new skill objectives for coworkers in the same group.</p><p>Differences in the group‐specific job requirements were recorded by practicians (technology consultants) using the ATAA. The results can be summarized as follows. Although many of the tasks in Group I (Sub‐group 1) may be called “privileged” in terms of ATAA indicators, the skill requirements in Group II (Sub‐group 4: the group which will be phased out in the course of the programme) were considerably lower. Furthermore, the measures had not yet succeeded in co‐ordinating on a continual basis the reformulation of tasks in Group II (Sub‐groups 3 and 4) with the qualification processes.</p><p>In order to break up processes engendering a routinization of tasks (possibly at low skill levels) and to change the foreman′s role as a delegator of tasks, it was necessary to train workers and managers to work as a team. In this context, the ATAA was an important tool for comparing actual job requirements with the workers′ qualifications.</p><p>According to the consultant, the ATAA led to an increased awareness for details in the work process which are not evident at the level of abstraction used in planning. The ATAA directed attention towards problems which were not perceived as such in the formulation of objectives.</p></sec></sec><sec><title>Co‐operation between Management and Works Council</title><sec><title>Conditions</title><p>Co‐operation between management and works council is always a question of a firm′s labour policy. Labour policy can be driven by employers and employers′ associations, workers and labour unions and by the government. Following a period at the beginning of the Industrial Revolution in which labour policy was determined solely by employers′ interests, unions asserted labour′s interests in the areas of occupational safety, wages and working hours. The subsequent struggle against regional disparities in working and living conditions and towards a national orientation of labour agreements was followed, about 25 years ago, by the unions′ decentralized labour policy. In the immediate past, unions′ labour policy has focused on issues of work organization. By writing workers′ rights to participation as guaranteed by the <italic>Betriebsverfassungsgesetz (Betr VG)</italic> into collective agreements, employees were to be made more aware of the possibilities for grass‐roots involvement in the design of work conditions. During the 1980s, the three major unions initiated programmes directed towards improving worker participation in firms′ decision‐making processes.</p><p>The Humanization of Work and Work and Technology programmes provide these union policies with support. The main objectives of the new programme, Work and Technology, are to increase occupational safety and to develop means for the design of humanized work conditions under rationalization. The programme should result in approaches towards a humanistic and innovative design of work and technology, including participation of the affected workers in the design process.</p><p>Research on the humanization process has revealed the conditions for successful worker participation[<xref ref-type="bibr" rid="b19">19, p. 153</xref>]: <list list-type="order"><list-item><label>1 </label><p>The development and implementation of interest‐based rules and norms of employees.</p></list-item><list-item><label>2 </label><p>Opportunities for worker participation and further training during working hours, i.e. co‐operation on a regular basis which leads to tangible results.</p></list-item><list-item><label>3 </label><p>An organizational structure that is open to long‐term change, e.g. a management willing to accept worker participation.</p></list-item><list-item><label>4 </label><p>Technical qualification and training in the development and evaluation of alternative work designs.</p></list-item><list-item><label>5 </label><p>Innovative skills for participation in the co‐determination process, i.e. the ability to perceive, formulate and assert workers′ interests.</p></list-item></list></p><p>Given these conditions, there is nothing in the way of a mutually advantageous participation of workers. On issues of work design, the ATAA can serve as a basis for the conception and determination of task content and thus as a basis for structuring work, technology and organization.</p></sec><sec><title>Problems</title><p>Even in the ideal case where both parties desire competent participation on important issues of work design there are numerous practical hurdles.</p></sec><sec><title>Conditions of Successful Participation</title><p>In some cases, not all of the above conditions will be met, and a means for initiating the work‐based process of norm building, e.g. through teamwork, must be implemented. Time for participation and training must be found within already tight schedules. The employer must be willing to implement participatory procedures and new forms of work organization. Knowledge on the development and assessment of proposals for change must be available or made accessible. Conflicts must be resolved and compromises made.</p><p>The status quo is usually characterized by subjective barriers and a feeling of helplessness – on the part of both employer and employee. According to Fricke[<xref ref-type="bibr" rid="b19">19, p. 153</xref>], a necessary condition for successful participation is the willingness of all participants to accept personal time horizons and expectations as part of a learning process, to align time horizons and expectations with the actual situation and to support interim goals and incremental change.</p><p>Experience in other countries demonstrates that changes based on participatory procedures are time‐consuming but better accepted, and thus result in shorter trial and setup phases[<xref ref-type="bibr" rid="b20">20</xref>].</p></sec><sec><title>Planning Bottlenecks – Technological Determinism</title><p>Many firms, especially smaller ones, and works councils lack the resources and means needed for timely planning. Some hide behind the “inevitability” argument, i.e. the blind belief in technical progress. Although such a standpoint must be viewed critically, there are real necessities, such as just‐in‐time delivery for supplier firms, which restrict planning options. Thus, the paradoxical situation may arise in which humanization measures in large firms lead indirectly to the introduction of Taylorist organization in small supplier firms. This situation is enforced by the customers – the larger companies. The customers often use the smaller firms as suppliers for a single, well‐defined product and thereby dictate a structure of the organization, the technology and the work. The smaller firms are not able to develop their own products. These companies have a status of an “external workbench” without autonomy. Without support from outside, the small firms are not able to get rid of the dependence situation.</p></sec><sec><title>Performance‐based Pay</title><p>The ATAA was developed for the design of work conditions under new technologies. In practice, of course, personnel policy measures – recruitment, manpower planning and wage policy – are interrelated. When a practitioner designs a new, more qualified workplace, the wage group also plays a significant role – for the manager as a cost factor and for the works council as an indicator of a higher qualification. This wage‐oriented perspective can be eliminated by separating work design from wage classification. The definition of relatively broad job areas (“work systems”), each with a common basic wage, could be a solution. It is possible to increase the acceptance of new technologies and work in new “enriched” structures by basing wage structure on prevailing skills and the attainment of qualification objectives – even though all further qualifications are not necessary to perform all the tasks in a job area. Skill‐based pay would perhaps be the best proof of a firm′s willingness to engage in the often‐cited “qualification offensive”[<xref ref-type="fn" rid="f21">21</xref>].</p></sec><sec><title>Worker Participation</title><p>Workers′ interests are so diverse that works councils and traditional channels of worker participation often cannot provide the necessary input for the design of humanized work conditions. This is particularly the case when the management′s and the works council′s perception of the working environment does not coincide with actual conditions.</p><p>The design of humanized work conditions could be facilitated if works councils assumed a role as organizer and basis of planning processes, and the affected worker was allowed more involvement in determining actual content of the workplace. The worker would be viewed as an expert on the work situation, would analyse it and would co‐operate in its design. The (planned) use of technology could be analysed and modified on this basis. Although such options would require changes to entrenched forms of worker participation, they could imbue co‐determination with a new vitality. The ATAA is currently being applied in such a participatory programme.</p></sec><sec><title>Prospects</title><p>The diffusion of automated technologies has numerous implications for the design of work. Work design includes a sense for the meaning of job requirements as a demand on a worker′s qualifications. Employers as well as employees must be open to further qualification. This often includes a readiness to cast aside time‐worn paradigms and a willingness to reserve part of working‐time for learning purposes. Work content must be designed accordingly, i.e. to further workers′ qualifications.</p><p>The insight that qualification‐promoting task content leads to positive effects for both employee and employer is of little use if there is no method for analysing the qualification content of work. The ATAA has succeeded in filling this gap in the metal‐working industry. Using a qualitative description of tasks and task contents, it provides a basis for rational discourse between management and workers. Rational discourse, in turn, implies the participation of employees in a firm′s decisions. Traditional forms of participation – supported by works councils alone – are being replaced by project groups in which managers and individual workers together develop and implement plans. This requires the necessary qualification of both parties. In such an environment, the role of the works council must be reconsidered: instead of functioning solely as the employees′ representative, the councils must assume the role of mediator and coordinator.</p></sec></sec><sec><fig position="float" id="F_0880070506001"><label><bold>Figure 1<x>. </x></bold></label><caption><p>The Five Phases of Action</p></caption><graphic xlink:href="0880070506001.tif"></graphic></fig></sec></body><back><ref-list><title>Notes and References</title><ref id="b1"><mixed-citation><label>1</label>. See <person-group person-group-type="author"><string-name><surname>Maurice</surname>, <given-names>M.</given-names></string-name></person-group>, <person-group person-group-type="author"><string-name><surname>Sorge</surname>, <given-names>A.</given-names></string-name></person-group> and <person-group person-group-type="author"><string-name><surname>Warner</surname>, <given-names>M.</given-names></string-name></person-group>, “<article-title><italic>Societal Differences in Organizing Manufacturing Units: A Comparison of France, West Germany, and Great Britain</italic></article-title>”, <source><italic>Organization Studies</italic></source>, Vol. <volume>1</volume> No. <issue>1</issue>, <year>1980</year>, pp. <fpage>59</fpage><x>‐</x><lpage>86</lpage> and p.76; Wächter, H. and Stengelhofen, T., “<article-title><italic>Human Resource Management in a Unified Germany</italic></article-title>”, <source><italic>Employee Relations</italic></source>, Vol. <volume>14</volume> No. <issue>4</issue>, <year>1992</year>, pp. <fpage>21</fpage><x>‐</x><lpage>37</lpage>.</mixed-citation></ref><ref id="b2"><mixed-citation><label>2</label>. A description of the programmes is provided in Projekttragerschaft “<article-title><italic>Arbeit und Technik</italic></article-title>” (Eds): <person-group person-group-type="editor"><string-name>Arbeit und Technik</string-name></person-group>.Chancen und Risiken für die Arbeitswelt von morgen , <publisher-name>Vennekel & Partner GmbH</publisher-name>, <publisher-loc>Bonn</publisher-loc>, <year>1990</year>.</mixed-citation></ref><p><fn id="f3"><label>3<x>. </x></label><p>ATAA is the German abbreviation of “Analyse von Tatigkeitsstrukturen und prospektive Arbeitsgestaltung bei Automatisierung”.</p></fn></p><ref id="b4"><mixed-citation><label>4</label>. Der Bundesminister für Forschung und Technologie, der Bundesminister für Arbeit und Sozialordnung: Forschung zur Humanisierung des Arbeitslebens, Dokumentation 1987, <publisher-name>Druckhaus Meyer GmbH</publisher-name>, <publisher-loc>Bonn</publisher-loc>, <year>1987</year>, p. <fpage>28</fpage>.</mixed-citation></ref><p><fn id="f5"><label>5<x>. </x></label><p>In the following, qualification is meant in the Continental sense: qualification denotes the skills and knowledge embedded in a person or required for the achievement of a work task.</p></fn></p><ref id="b6"><mixed-citation><label>6</label>. See for example: <person-group person-group-type="author"><string-name><surname>Brödner</surname>, <given-names>P.</given-names></string-name></person-group>, <source><italic>Fabrik 2000, Alternative Entwicklungspfade in die Zukunft der Fabrik</italic></source>, Edition <person-group person-group-type="editor"><string-name>Sigma Bohn</string-name></person-group>, <person-group person-group-type="editor"><string-name>Berlin</string-name></person-group>, <year>1985</year>; Kern, H. and Schumann, M., <source><italic>Das Ende der Arbeitsteilung? Rationalisierung in der industriellen Produktion</italic></source>, Verlag C.H. Beck, München, <year>1990</year> (4. Auflage); Schumann, M., Baethge‐Kinsky, V., Neumann, U. and Springer, R., “<article-title><italic>Breite Diffusion der Neuen Produktionskonzepte – zögerlicher Wandel der Arbeitsstrukturen</italic></article-title>”. Zwischenergebnisse aus dem “<article-title><italic>Trendreport – Rationalisierung in der Industrie</italic></article-title>”, <source><italic>Soziale Welt</italic></source>, Vol. <volume>41</volume> No. <issue>1</issue>, <year>1990</year>, pp. <fpage>47</fpage><x>‐</x><lpage>69</lpage>.</mixed-citation></ref><ref id="b7"><mixed-citation><label>7</label>. See <person-group person-group-type="author"><string-name><surname>Argyris</surname>, <given-names>C.</given-names></string-name></person-group>, “<article-title><italic>Personality and Organization Theory Revisited</italic></article-title>”, <source><italic>Administrative Science Quarterly</italic></source>, Vol. <volume>18</volume> No. <issue>2</issue>, <issue>June</issue> <year>1973</year>, S. 141‐67; Vroom, V., <source><italic>Work and Motivation</italic></source>, <publisher-name>Wiley</publisher-name>, <publisher-loc>New York, NY</publisher-loc>, <year>1964</year>; Maslow, A., <source><italic>Motivation and Personality</italic></source>, <publisher-name>Harper & Row</publisher-name>, <publisher-loc>New York, NY</publisher-loc>, <year>1954</year>; McClelland, D.C., <source><italic>Human Motivation</italic></source>, <publisher-name>Cambridge1 University Press</publisher-name>, <publisher-loc>Cambridge, New York, NY</publisher-loc>, <year>1987</year>; McGregor, D., <source><italic>The Human Side of Enterprise</italic></source>, <publisher-name>McGraw‐Hill</publisher-name>, <publisher-loc>New York, NY</publisher-loc>, <year>1960</year>; Neuberger, O., <source><italic>Theorien der Arbeitszufriedenheit</italic></source>, Kohlhammer, Stuttgart, <year>1974</year>; Neuberger, O., <source><italic>Arbeit</italic></source>, Enke, Stuttgart, <year>1985</year>; Herzberg, F. et al., <source><italic>The Motivation to Work</italic></source>, <publisher-name>Wiley</publisher-name>, <publisher-loc>New York, NY</publisher-loc>, <year>1967</year>.</mixed-citation></ref><p><fn id="f8"><label>8<x>. </x></label><p>The theory of action regulation is based on the theories of Rubinstein and Leontjew and provides the psychological framework of the ATAA. For a detailed description of this theory see Hacker, W., <italic>Allgemeine Arbeits – und Ingenieurpsychologie</italic>, VEB Deutscher Verlag der Wissenschaften, Berlin, 1978; Hacker, W., <italic>Arbeits‐psychologie – Psychische Regulation von Arbeitstatigkeiten</italic>, Huber, Bern u.a., 1986; Ulich, E. and Frei, F., “Persönlichkeitsförderliche Arbeitsgestältung und Qualifizierungsprobleme”, in Volpert W. (Hg.), <italic>Beiträge zur Psychologischen Handlungstheorie</italic>, Huber, Bern, 1980, pp. 71‐86; Volpert, W., Handlungsstruckturanalyse als Beitrag zur Qualifikationsforschung, Pahl Rugenstein, Köln, 1974; Volpert, W., “An den Grenzen des Modells der hierarchisch‐sequentiellen Handlungsorganisation, Berliner Hefte zur Arbeits – und Sozialpsychologie, Heft 3 Juli 1983, pp. 1‐29; Volpert, W., “Psychische Regulation von Arbeitstätig‐keiten”, in Kleinbeck, U. and Rutenfranz, J. (Eds), Enzyklopädie der Psychologie, Band D., III. 1: Arbeitspsychologie, Hogrefe, Göttingen, 1987, pp. 1‐42; Rubinstein, S.L., Grundlagen der Allgemeinen Psychologie, VEB Volk und Wissen, Berlin, 1958; Leontjew, A.N., Probleme der Entwicklung des Psychischen, Volk und Wissen, Berlin, 1964; Leontjew, A.N., Tätigkeit – Bewu•Btsein – Personlichkeit, Klett, Stuttgart, 1977.</p></fn></p><p><fn id="f9"><label>9<x>. </x></label><p>Each type of action is further defined by specific characteristics that are rated in terms of relevance on an ordinal scale. “Perception”, for example, is defined by the characteristics “diversity of information” (with four stages) and “combining information” (with three stages). The contents of each stage are revealed through application of the ATAA, see: Wächter, H., Modrow‐Thiel, B. and Schmitz, G., Analyse von Tätigkeitsstrukturen und prospektive Arbeitsgestaltung bei Automatisierung (ATAA), Verlag TUV Rheinland, Koln, 1989; Wächter, H., Modrow‐Thiel, B. and Rossmann, G., Persönlich‐keitsförderliche Arbeitsgestaltung. Die Entwicklung des Arbeitsanalytischen Verfahrens ATAA, Rainer Hampp Verlag, München und Mering, 1989.</p></fn></p><ref id="b10"><mixed-citation><label>10</label>. See <person-group person-group-type="author"><string-name><surname>Kupper</surname>, <given-names>W.</given-names></string-name></person-group> and <person-group person-group-type="author"><string-name><surname>Ortmann</surname>, <given-names>G.</given-names></string-name></person-group>, “<article-title><italic>Mikropolitik in Organisationen</italic></article-title>”, <source><italic>Die Betriebswirtschaft</italic></source>, Vol. <volume>5</volume> No. <issue>46</issue>, <year>1986</year>, pp. <fpage>590</fpage><x>‐</x><lpage>602</lpage>.</mixed-citation></ref><p><fn id="f11"><label>11<x>. </x></label><p>See Elias, H.J., Menschengerechte Arbeitsplätze sind wirtschaftlich! Das GIT‐Verfahren zur Humanvermögens‐rechnung, RKW, Eschborn, 1985; Behrbohm, P., Menschengerechte Arbeitsplätze sind wirtschaftlich! Vier Ebenen‐Modell der Wirtschaftlichkeitsbeurteilung, RKW, Eschborn, 1985; Fraunhofer‐Institut fur Arbeitswirtschaft und Organisation (IAO) (Bearbeiter: Auch, M.), Menschengerechte Arbeitsplätze sind wirtschaftlich! Wirtschaftlichkeitsvergleich und Arbeitssystemwertermittlung – ein erweitertes Bewertungsverfahren, RKW, Eschborn, 1985; Seidel, E., Menschengerechte Arbeitsplätze sind wirtschaftlich! Betriebsökonomische Effizienzkriterien, RKW, Eschborn, 1985.</p></fn></p><ref id="b12"><mixed-citation><label>12</label>. See <person-group person-group-type="author"><string-name><surname>Ulich</surname>, <given-names>E.</given-names></string-name></person-group>, “<article-title><italic>Subjektive Tätigkeitsanalyse als Voraussetzung autonomieorientierter Arbeitsgestaltung</italic></article-title>”, in <person-group person-group-type="editor"><string-name><surname>Frei</surname>, <given-names>F.</given-names></string-name></person-group> and <person-group person-group-type="editor"><string-name><surname>Ulich</surname>, <given-names>E.</given-names></string-name></person-group> (Eds), <source><italic>Beiträge zur Psychologischen Arbeitsanalyse</italic></source>, Verlag Hans Huber, Bern u.a., <year>1981</year>, pp. <fpage>327</fpage><x>‐</x><lpage>47</lpage>.</mixed-citation></ref><ref id="b13"><mixed-citation><label>13</label>. See <person-group person-group-type="author"><string-name><surname>Hackman</surname>, <given-names>J.R.</given-names></string-name></person-group> and <person-group person-group-type="author"><string-name><surname>Oldham</surname>, <given-names>G.R.</given-names></string-name></person-group>, “<article-title><italic>Development of the Job Diagnostic Survey</italic></article-title>”, <source><italic>Journal of Applied Psychology</italic></source>, Vol. <volume>60</volume>, <year>1975</year>, pp. <fpage>159</fpage><x>‐</x><lpage>70</lpage>; Hackman, J.R. and Oldham, G.R., <source><italic>Work Redesign</italic></source>, <publisher-name>Addison‐Wesley</publisher-name>, <publisher-loc>Boston, MA</publisher-loc>, <year>1980</year>.</mixed-citation></ref><p><fn id="f14"><label>14<x>. </x></label><p>See Volpert, W., Oesterreich, R., Gablenz‐Kolakovic, S., Krogoll, T. and Resch, M., Verfahren zur Ermittlung von Regulationserfordernissen in der Arbeitstätigkeit VERA (Handbuch und Manual), Institut für Humanwissen‐schaft in Arbeit und Ausbildung, Technische Universität, Berlin, 1981; Hacker, W., Iwanowa, A. and Richter, P., Tatigkeitsbewertungssystem TBS (Handanweisung und Merkmale), Psychodiagnostisches Zentrum, Sektion Psychologie der Humboldt‐Universität zu Berlin, Berlin, Druckhaus Karl‐Marx‐Stadt, 1983; Frieling, E., Kannheiser, W., Facaoaru, C., Wöcher, H. and Dürholt, E., Entwicklung eines theoriegeleiteten, standardisierten, verhaltenswissenschaftlichen Verfahrens zur Tätig‐keitsanalyse, Forschungsbericht 01 HA 029 ZA‐TAP‐0015, Humanisierung des Arbeitslebens, Munchen, 1984.</p></fn></p><ref id="b15"><mixed-citation><label>15</label>. See <person-group person-group-type="author"><string-name><surname>Kulik</surname>, <given-names>C.T.</given-names></string-name></person-group> and <person-group person-group-type="author"><string-name><surname>Oldham</surname>, <given-names>G.R.</given-names></string-name></person-group>, “<article-title><italic>Job Diagnostic Survey</italic></article-title>”, in <person-group person-group-type="editor"><string-name><surname>Gael</surname>, <given-names>S.</given-names></string-name></person-group> (Ed.), <source><italic>The Job Analysis Handbook for Business, Industry, and Government</italic></source>, Vol. <volume>II</volume>, <publisher-name>John Wiley & Sons</publisher-name>, <publisher-loc>New York, NY</publisher-loc>, <year>1988</year>, pp. <fpage>936</fpage><x>‐</x><lpage>59</lpage>.</mixed-citation></ref><ref id="b16"><mixed-citation><label>16</label>. See <person-group person-group-type="author"><string-name><surname>Baitsch</surname>, <given-names>C.</given-names></string-name></person-group> and <person-group person-group-type="author"><string-name><surname>Frei</surname>, <given-names>F.</given-names></string-name></person-group>, <source><italic>Qualifizierung in der Arbeitstätigkeit</italic></source>, Schriften zur Arbeitspsychologie, <person-group person-group-type="editor"><string-name><surname>Ulich</surname>, <given-names>E.</given-names></string-name></person-group> (Ed.), Band 30, H. Huber, Bern, <year>1980</year>; Duell, W. and Frei, F., <source><italic>Leitfaden für qualifizierende Arbeitsgestaltung</italic></source>, Verlag TUV Rheinland, Köln, <year>1986</year>.</mixed-citation></ref><ref id="b17"><mixed-citation><label>17</label>. See <person-group person-group-type="author"><string-name><surname>Karasek</surname>, <given-names>R.A. J</given-names><given-names>r</given-names></string-name></person-group>, “<article-title><italic>Job Demands, Job Decision Latitude, and Mental Strain: Implications for Job Redesign</italic></article-title>”, <source><italic>Administrative Science Quarterly</italic></source>, Vol. <volume>24</volume> No. <issue>2</issue>, <year>1979</year>, pp. <fpage>285</fpage><x>‐</x><lpage>308</lpage>.</mixed-citation></ref><ref id="b18"><mixed-citation><label>18</label>. See <person-group person-group-type="author"><string-name><surname>Modrow‐Thiel</surname>, <given-names>B.</given-names></string-name></person-group>, <person-group person-group-type="author"><string-name><surname>Rossmann</surname>, <given-names>G.</given-names></string-name></person-group>, <person-group person-group-type="author"><string-name><surname>Gottschalch</surname>, <given-names>H.</given-names></string-name></person-group> and <person-group person-group-type="author"><string-name><surname>Wächter</surname>, <given-names>H.</given-names></string-name></person-group>, “<article-title><italic>Method for the Analysis of Activity Structures and Future Work Forms under Automation</italic></article-title>”, in <person-group person-group-type="editor"><string-name><surname>Kopacek</surname>, <given-names>P.</given-names></string-name></person-group> and <person-group person-group-type="editor"><string-name><surname>Genser</surname>, <given-names>R.</given-names></string-name></person-group> (Eds), <source><italic>Skill‐based Automated Production. Selected Papers from the IFAC/ IFIP/IMACS Symposium, Vienna, Austria, 15‐17 November 1989</italic></source>, Published for the International Federation of Automatic Control, <publisher-name>Pergamon Press</publisher-name>, <publisher-loc>Oxford</publisher-loc>, <year>1990</year>.</mixed-citation></ref><ref id="b19"><mixed-citation><label>19</label>. See <person-group person-group-type="author"><string-name><surname>Fricke</surname>, <given-names>E.</given-names></string-name></person-group>, “<article-title><italic>Arbeitnehmerbeteiligung im Wandel. Ein internationaler Vergleich</italic></article-title>”, in <person-group person-group-type="editor"><string-name><surname>Ki•Bler</surname>, <given-names>L.</given-names></string-name></person-group> (Ed.), <source><italic>Modernisierung der Arbeitsbeziehungen. Direkte Arbeit‐nehmerbeteiligung in deutschen und französische Betrieben</italic></source>, <publisher-name>Campus Verlag</publisher-name>, <publisher-loc>Frankfurt, New York, NY</publisher-loc>, <year>1989</year>, pp. <fpage>136</fpage><x>‐</x><lpage>53</lpage>.</mixed-citation></ref><ref id="b20"><mixed-citation><label>20</label>. See [<xref ref-type="bibr" rid="b19">19, p. 153</xref>]; <person-group person-group-type="author"><string-name><surname>Duell</surname>, <given-names>W.</given-names></string-name></person-group>, “<article-title><italic>Die Rolle der Gewerkschaften im Prozess qualifizierender Arbeitsgestaltung</italic></article-title>” in <person-group person-group-type="editor"><string-name><surname>Duell</surname>, <given-names>W.</given-names></string-name></person-group> and <person-group person-group-type="editor"><string-name><surname>Frei</surname>, <given-names>F.</given-names></string-name></person-group> (Eds), <source><italic>Arbeit gestalten Mitarbeiter beteiligen. Eine Heuristik qualifizierender Arbeitsgestaltung</italic></source>, Campus Verlag, <publisher-loc>Frankfurt/New York, NY</publisher-loc>, <year>1986</year>, pp. <fpage>144</fpage><x>‐</x><lpage>51</lpage>.</mixed-citation></ref><p><fn id="f21"><label>21<x>. </x></label><p>See Pries, L., Schmidt, R. and Trinczek, R., Entwick‐lungspfade von Industriearbeit, Chancen und Risiken betrieblicher Produktionsmodernisierung, Westdeutscher Verlag, Opladen, 1990, pp. 105‐35; Brasche, U. Qualifikation – Engpa•B im Innovationsproze•B? Die Diffusion von Mikroelektronik und die Veranderung der Qualifikationsanforderungen, Edition Sigma, Berlin. 1989; Kell, A., “Lernen und Arbeiten: Zu einen berufs‐pädagogischen Thema und seiner Forschungslage”, Berufsbildung in Wissenschaft und Praxis, Vol. 6 No. 90, pp. 15‐20; Dobischat, R. and Lipsmeier, A., “Betrieblich Weiterbildung im Spannungsfeld von Technikanwendung Qualifikationsentwicklung und Personaleinsatz”, Mitteilungen aus der Arbeitsmarkt‐und Berufsforschung, Vol. 2 No. 91, pp. 344‐50; Bolte, K.M., “Gegenstand beruflicher Weiterbildung”, Mitteilungen aus der. Arbeitsmarkt‐und Berufsforschung, Vol. 2 No. 91, pp. 263‐9; Herz, G., Bauer, H.G., Brater, M. and Vossen K., “Der Arbeitsplatz als Lernfeld. Ein innovatives Weiterbildungskonzept”, Berufsbildung in Wissenschaft und Praxis, Vol. 3 No. 90, pp. 10‐14.</p></fn></p></ref-list></back></article></istex:document></istex:metadataXml><mods version="3.6"><titleInfo lang="en"><title>Work Design and Computercontrolled Systems</title><subTitle>Job Analysis under Automation ATAA</subTitle></titleInfo><titleInfo type="alternative" lang="en" contentType="CDATA"><title>Work Design and Computercontrolled Systems</title><subTitle>Job Analysis under Automation ATAA</subTitle></titleInfo><name type="personal"><namePart type="given">Harmut</namePart><namePart type="family">Wchter</namePart><affiliation>Based at the University of Trier, Germany.</affiliation><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Brita</namePart><namePart type="family">ModrowThiel</namePart><affiliation>Based at the University of Trier, Germany.</affiliation><role><roleTerm type="text">author</roleTerm></role></name><name type="personal"><namePart type="given">Giselind</namePart><namePart type="family">Rossmann</namePart><affiliation>Based at the University of Trier, Germany.</affiliation><role><roleTerm type="text">author</roleTerm></role></name><typeOfResource>text</typeOfResource><genre type="review-article" displayLabel="review-article"></genre><originInfo><publisher>MCB UP Ltd</publisher><dateIssued encoding="w3cdtf">1994-10-01</dateIssued><copyrightDate encoding="w3cdtf">1994</copyrightDate></originInfo><language><languageTerm type="code" authority="iso639-2b">eng</languageTerm><languageTerm type="code" authority="rfc3066">en</languageTerm></language><physicalDescription><internetMediaType>text/html</internetMediaType></physicalDescription><abstract lang="en">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 metalworking 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 cooperative approach of management and works council. Includes a casehistory of work redesign in a lathe shop.</abstract><subject><genre>keywords</genre><topic>Germany</topic><topic>Human relations</topic><topic>Job analysis</topic><topic>Metals industry</topic><topic>New technology</topic><topic>Work design</topic><topic>Works councils</topic></subject><relatedItem type="host"><titleInfo><title>Logistics Information Management</title></titleInfo><genre type="journal">journal</genre><subject><genre>Emerald Subject Group</genre><topic authority="SubjectCodesPrimary" authorityURI="cat-IKM">Information & knowledge management</topic><topic authority="SubjectCodesSecondary" authorityURI="cat-ISYS">Information systems</topic></subject><subject><genre>Emerald Subject Group</genre><topic authority="SubjectCodesPrimary" authorityURI="cat-MSOP">Management science & operations</topic><topic authority="SubjectCodesSecondary" authorityURI="cat-LOG">Logistics</topic><topic authority="SubjectCodesSecondary" authorityURI="cat-SCMT">Supply chain management</topic></subject><identifier type="ISSN">0957-6053</identifier><identifier type="PublisherID">lim</identifier><identifier type="DOI">10.1108/lim</identifier><part><date>1994</date><detail type="volume"><caption>vol.</caption><number>7</number></detail><detail type="issue"><caption>no.</caption><number>5</number></detail><extent unit="pages"><start>44</start><end>52</end></extent></part></relatedItem><identifier type="istex">373205E4F4D0470C0D343DF178086824A94E32CB</identifier><identifier type="DOI">10.1108/09576059410071529</identifier><identifier type="filenameID">0880070506</identifier><identifier type="original-pdf">0880070506.pdf</identifier><identifier type="href">09576059410071529.pdf</identifier><accessCondition type="use and reproduction" contentType="copyright">© MCB UP Limited</accessCondition><recordInfo><recordContentSource>EMERALD</recordContentSource></recordInfo></mods></metadata><serie></serie></istex></record>Pour manipuler ce document sous Unix (Dilib)
EXPLOR_STEP=$WICRI_ROOT/Wicri/Rhénanie/explor/UnivTrevesV1/Data/Istex/Corpus
HfdSelect -h $EXPLOR_STEP/biblio.hfd -nk 001A69 | SxmlIndent | more
Ou
HfdSelect -h $EXPLOR_AREA/Data/Istex/Corpus/biblio.hfd -nk 001A69 | SxmlIndent | more
Pour mettre un lien sur cette page dans le réseau Wicri
{{Explor lien
|wiki= Wicri/Rhénanie
|area= UnivTrevesV1
|flux= Istex
|étape= Corpus
|type= RBID
|clé= ISTEX:373205E4F4D0470C0D343DF178086824A94E32CB
|texte= Work Design and Computercontrolled Systems
}}
| This area was generated with Dilib version V0.6.31. |  |