Developing Skills and Pay through Career Ladders: Lessons from Japanese and U.S. Companies
比较日美公司培训体系，发现日本的结构化在职培训嵌入长职业阶梯，能同时提升技能和薪酬；美国公司可通过类似改革提高一线工人生产率、延长职业生涯并增加薪酬。
U.S. companies9 adaptations of Japanese training practices typically have been concerned with increasing formal classroom training for incumbent workers. Research in large companies in Japan and the U.S. indicates that Japanese training systems primarily take the form of structured on-the-job training, embedded in long career ladders that simultaneously increase skill and pay for Japanese workers over their careers. Meanwhile, training in U.S. companies tends to be informal and sporadic and is embedded in short job ladders. U.S. firms can improve the efficiency of their training for non-exempt employees by providing structured on-the-job-training and creating career ladders that improve skills and pay over their employees9 tenure. Such reforms can increase productivity, lengthen careers and increase pay for front-line workers without relying upon employment security policies or massive increases in firm or government expenditures.