Traditional job descriptions (with their lists of specific duties) may actually backfire if a high-performance work system is the goal. The whole thrust of these systems is to encourage employees to work in a self-motivated way by organizing the work around teams, encouraging team members to rotate freely among jobs (each with its own skill set), pushing more responsibility for things like day-to-day supervision down to the workers, and organizing work around projects or processes in which jobs may blend or overlap. Employees here must be enthusiastic about learning and moving among jobs. LO.1