THE CHANGES - ALL BASED ON TASK ANALYSIS OF THE WORK PERFORMED BY THE AGENCIES AND DESIGNED FOR PRACTICAL APPLICATION WITH THE HELP OF AGENCY ADMINISTRATORS FEATURED INCREASED MANAGEMENT CAPABILITY FOR ADMINISTRATORS AND IMPROVED CAREER MOBILITY FOR CRIMINAL JUSTICE EMPLOYEES. INTRA-AGENCY AND INTERAGENCY CAREER LADDERS AND TRAINING SCHEMA WERE DEVELOPED FOR EIGHT AGENCIES, INCLUDING POLICE DEPARTMENTS, A PROSECUTOR'S OFFICE, AND A JUVENILE COURT. THE USE OF POLICE AGENTS, TEAM POLICING, POLICE SERVICE TECHNICIANS, ADMINISTRATIVE MANAGERS, PROBATION ASSISTANTS, AND OTHER CHANGES IN MANPOWER USE WERE SUGGESTED BY THE DATA AND WERE FOUND APPLICABLE BY BOTH THE STUDY STAFF AND THE AGENCY ADMINISTRATORS. THE AUTHORS CONSIDER THE STUDY EXPLORATORY IN THAT IT LAYS A BASIS FOR ENRICHED PROFESSIONAL CAREERS IN CRIMINAL JUSTICE EMPLOYMENT. ITS INDIVIDUAL RECOMMENDATIONS ARE SEEN AS A PART OF AN INTEGRATED WHOLE IN WHICH FUNCTION-BASED STAFF ALLOCATION AND JOB-RELATED SEQUENTIAL TRAINING ARE ESSENTIAL. (AUTHOR ABSTRACT). (SNI ABSTRACT)