ABSTRACT
This chapter presents an in-depth analysis of a successful organisational transformation of one major clothing company in Saxony after privatisation. After a brief outline of its restructuring success and personnel management changes, the discussion focuses on the changing workplace relations as seen from a management and a works council's point of view. Summing up the various facets of the internal transformation of Bodywear, one can argue that a rigorous reorganisation took place on all hierarchical levels, which implied rationalisation, new organisational structures (e.g. profit centres) and the adaptation of personnel management to western laws and regulations. Finally, the chapter analyses workplace climate of Bodywear by discussing four specific workplace problems that occurred during the fieldwork and how they were dealt with: high absenteeism; low labour productivity; closure of the knitting department; and the introduction of overtime/Saturday work. The case study complements the survey findings with a detailed insight into the quality and functioning of workplace relations in one particular setting.
