Productivity by systemic rationalization: Good work - Bad work - No work?

Since the 'Crisis of Taylorism' in the 1970s, 'new forms of work organization' have been developed that were intended to contain better, if not 'good', work characterized by factors such as vocational qualification, personnel development, participation, and so forth. It is precisely these factors which are endangered by the prevailing strategies of 'systemic rationalization'. In pursuing these strategies, dominant companies aim to reorganize production and value creation chains in order to harness heterogeneous company situations within the production networks so as to increase total productivity. The results consist of either the stabilization or progressive polarization of employee working conditions and new problems regarding in-company interest representation and interest representation by unions. The material and descriptions presented are based on empirical findings gathered from the German automotive industry.