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Daniel C. Feldman


Cross‐training refers to teaching employees the knowledge, skills, and abilities ( see KSAOs ) necessary to successfully perform the work duties of other members of their work group. As distinguished from training , cross‐training refers to the instruction of employees in knowledge, skills, and abilities outside those required by the positions for which they were explicitly or initially hired ( Schneider, 1976 ; Cascio, 1986 ). From the organization's perspective, cross‐training is implemented to increase flexibility in staffing positions, to prevent workers' obsolescence or career plateau , and to make work teams more autonomous and self‐sufficient. From the individual's perspective, cross‐training is undertaken to acquire additional skills and abilities necessary for promotion or pay raises, to enhance his or her contributions to current work groups, and to increase external marketability. Increasingly, cross‐training is being utilized to create and sustain semi‐autonomous or self‐managing teams ( Hackman and Oldham, 1980 ). The introduction of cross‐training usually takes place in three stages: 1 analysis of the job demands required by other positions and employees' current levels of abilities; 2 implementation of the training itself through a variety of methods (e.g., lectures, demonstrations, and vestibule training; see lecture method ; vestibule training method ... log in or subscribe to read full text

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