Abstract
Xerox Corporation has one of the most advanced and fully rationalized education and training programs in American industry. With its rationale, structure, and mechanics of training as well articulated as those of any other American corporation’s training program, Xerox’s education and training strategy provides a good vehicle for inquiring into the utility of further study of training in industry. It also suggests the general direction in which corporate education and training is moving, the possible consequences for the public and private educational system, and the limitations that corporations’ information will impose on further study.1
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Notes
Information about Xerox’s training programs was obtained through interviews with corporate training officials and internal company documents.
Xerox Corporation, 1978 Annual Report.
Ibid., p. 9.
There are some methodological problems in such comparisons of spending. Does total revenue measure an equivalent aspect of business, for these purposes, as between Xerox, which derives a significant portion of its income from leased equipment, and GM, which sells almost all of its product, and AT&T, which sells mainly services? Would the comparison change if trainee salaries were included? Xerox officials noted that including salaries might increase their estimate of spending three to five times. Further, does it make any difference in the comparisons that Xerox’s training costs include a large expenditure for technical manuals (“documentation”)?
Seymour Lusterman, Education in Industry (New York: Conference Board, 1977).
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© 1981 Peter B. Doeringer
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Dinkelspiel, J.R. (1981). Education and Training Programs at Xerox. In: Doeringer, P.B. (eds) Workplace Perspectives on Education and Training. Boston Studies in Applied Economics, vol 1. Springer, Dordrecht. https://doi.org/10.1007/978-94-009-8144-7_6
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DOI: https://doi.org/10.1007/978-94-009-8144-7_6
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