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1 Introduction -- I National Perspectives on Workplace Training -- 2 Public Education and Industrial Training in the 1980s -- 3 Training in Industry -- 4 Changing Worker Values and Worker Utilization of Industrial Skills Training -- II Workplace Perspectives: Training by and for Employers -- Training by and for Employers: Introduction -- 5 Education and Training Programs at Xerox -- 6 Education and Training Programs in the Bell System -- III Workplace Perspectives: Training for Unionized and Regulated Occupations -- Training for Unionized and Regulated Occupations: Introduction -- 7 Education and Training Programs of the International Union of Operating Engineers -- 8 Training and Development at Michael Reese Hospital -- IV Workplace Perspectives: Training by and for the Government -- Training by and for the Government: Introduction -- 9 An Overview of Training in the Public Sector -- About the Contributors.

The article works out the structure of the formal labor market in Jamaica. Emphasis is placed upon the key institutional features of labor markets as they affect income and employment determination, training and labor quality, labor-management conflict and industrial organization. In particular, a distinction is drawn between jobs in the informal sector, where easy entry and work sharing are the principal determinants of income-earning opportunities, and those which are protected by formal sector labor market structures

1 Occupational Education and Training for the 1980s -- 2 The Nonsystem of Education and Training -- 3 Occupational Education and Training: Goals and Performance -- 4 The Impact of Workplace Practices on Education and Training Policy -- 5 Career Paths and Vocational Education -- 6 Vocational Education and the Work Establishment of Youth -- 7 Labor Market Projections for Education and Training -- 8 Accelerating the Transition from Schools to Careers -- About the Contributors.

The French apparel industry has always had a distinctive industrial organization based on agglomeration economies of common skills and the need for direct coordination among fashion designers, manufacturers, suppliers and buyers. Often referred to as 'garment districts', these local clusters of apparel-related firms were dominated by small and medium-sized (SMEs) firms until the 1960s when mass markets encouraged the development of large firms using mass production methods and hierarchical contracting with smaller suppliers. Since the 1980s, delocalization of production along with dramatic changes in apparel retailing have almost completely destroyed large manufacturers and their hierarchical contracting arrangements. What remains is an industry in which SMEs are largely the survivors. While many of these firms remain marginal, there is a significant core that is developing new business strategies, more diversified competencies and new types of horizontal production networks. This paper examines the recent evolution of the French apparel industry from district to network forms of organization in two of France's main apparel and knitwear regions, based upon nearly 20 years of field research. This research identifies a set of countervailing factors to global outsourcing in which SMEs can have a competitive advantage. Adapted from the source document.