ABSTRACT
Yauch (2007) stresses that the misuse of multifunctional skills may result in task unevenness and simplification of the work. For Sawhney (2013), impacts from multifunctionality, including job rotation, result from organization and management of each worker’s skills. Thus, this article aims to assess, through the perception of leaders in the production, the viability of job rotation at a footwear industry, seeking to identify common factors among a set of variables interrelated to multifunctionality.
