A two-part study was conducted to determine the feasibility of implementing job-sharing in state and county governments in Hawaii. First, a literature review was performed to obtain an overview of the job-sharing concept and of the results of its implementation in other state and local governments and businesses. The legislation relating to job-sharing in Maryland, California, and Palo Alto, California, was examined. Presented in part 2 is information that was gathered to construct a framework for an investigation of job-sharing in public employment in Hawaii; the fringe benefits of public employees were investigated; and an analysis was made of the cost impact of job-sharing by using hypothetical models. From the two parts the following conclusions were reached: (1) job-sharing is too new a concept to draw firm conclusions as to its merits and faults; thus, the other findings are to be considered theoretical, and followup studies need to be conducted; (2) job-sharing appears to reduce fiscal/economic costs when compared with the standard costs of hiring one full-time employee; and (3) if the secondary employee is presently supported either by welfare or unemployment insurance, there appears to be an overall reduction in costs to state and local governments. (The appendixes and exhibits in the report include copies of the legislation requesting the feasibility study; a list of the resource persons consulted; the methodologies to determine the cost of a welfare recipient sharing a job and the supplemental unemployment insurance benefits; and a bibliography and chronological history of job-sharing.) (ELG)