Work redesign for improving satisfaction or productivity depends partially on employee attributes because employees respond differently to work conditions. The Hackman-Oldham theory distinguishes "job" from employee responses to job. A job's motivating potential is thus linked to five core characteristics that affect three psychological states essential to internal work motivation and positive work--outcomes--an idea valuable to educators concerned with human resources management. This paper examines the applicability of the theory to school teaching, an occupation very different from those originally considered, and hence requiring the revision of the Hackman-Oldham instruments as outlined in section B. The section also analyzes the scales for measuring job characteristics. A third section traces results of instrument administrations to 198 Oregon teachers, considers distributions and inter-item reliabilities, and discusses sensitivity of revised measures, subjectivity of measures, and relationships with organizational commitment. Job diagnostic survey, job rating form, and Bogen-Charters Inventory appendixes follow the report's conclusions. (KS)