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This articles shows from a gender perspective how in twentieth century Germany the sciences of work dealt with the problems of the factory’s spatial order and the human factor. Starting in the 1920s, workers were no longer regarded as mere objects of discipline but rather as individuals whose individuality was to be utilized. As the women workforce grew, also the scientists’ of work interest in the gender question gained significance. Consequently, ergonomics argued for workplace engineering and a new form of leadership that took special care of “psychological and aesthetic” female needs. Therefore, the discourse on humanizing work, becoming hegemonic after 1945, had gender roots usually neglected by historical research.
Wo liegen heute die Perspektiven einer Geschichte der Industriearbeit? Über einige Jahre hinweg ging von diesem Themengebiet wenig Reiz aus: Gewiss gab es einige wichtige Detailstudien, aber große methodische Neuerungen blieben weitgehend aus. Letztlich kann dieser Befund nicht verblüffen, da gerade die 1970er und 1980er Jahre ein – damals in diesen Ausmaßen neues – Interesse an der Arbeiter- und Industriegeschichte hervorgebracht hatten, das gleichzeitig von methodischer Innovation mit Strahlkraft auf die gesamte Geschichtswissenschaft geprägt gewesen ist. In Deutschland konnte sich überhaupt erst im Zuge dieser Entwicklung die Sozialgeschichte etablieren.
Early twentieth-century managers identified the human factor in industry as one of the crucial problems of their time. This article reviews recent research on the development from unsystematic labour management to human resources management. Current studies transcend the well-known labour process debate, which focussed on management’s intent to control workers.Growing concern is laid on the fact that some early twentieth-century employers already practised strategies, which are characteristic of post-Fordism, e. g. that it would be more important to utilise individuals than control them with discipline. Studies on scientific management, social engineering, and the human relations approach are reviewed. Furthermore, I shall discuss the question which ones of these concepts were in fact adapted on work floor level. However, it has been proved that regimes of workforce government due to the power of foremen and supervisors were partly independent of higher management’s strategies.
