This report, the third in a series on productivity and job security, presents three case studies which detail various forms of continuing education and training. Four important factors in the cases are identified: employment stability, management support for training, adaptation to changing job requirements, and training evaluation. The first case study from IBM states that despite educational opportunities, plus strong assurance of enduring employment, many mature engineers did not enroll in job-related courses. IBM is now attempting to motivate engineers through job redesign and other measures. Case 2 is concerned with a Xerox training approach which provides continuing education through the corporation and educational institutions. It is suggested that Xerox may be able to develop internally most of its senior managers rather than hire new managers from outside. The third case history is a study of the provision by a Pennsylvania state agency of training to municipal employees. One implication drawn from this study and the IBM study is that eliminating the costs of training may be an insufficient stimulus for participation. Steady employment is cited as an important element. (Two earlier reports in this series are also available--see note.) (CSS)