APPRENTICESHIP PROGRAMS, WHICH SHOULD PROVIDE A CONTINUOUS SUPPLY OF CRAFTSMEN, ARE NOT NOW ALLEVIATING A SHORTAGE OF SKILLED LABOR. CRAFT UNIONS PERPETUATE SKILLS SHORTAGES BY SPECIFYING JOURNEYMEN-APPRENTICE RATIOS AND MAINTAINING A RESTRICTIVE SELECTION POLICY. THE SOLUTION TO THE PROBLEM LIES NOT IN FEDERAL LEGISLATION NOR IN MORE FORMAL TRAINING PROCEDURES, BUT RATHER IN REVITALIZING EXISTING STRUCTURES OF APPRENTICESHIP FROM WITHIN TO STIMULATE INDIVIDUALS TO BECOME MORE CREATIVE, CONSCIENTIOUS APPRENTICES. HOW WORKERS ARE MOTIVATED HAS BEEN THE SUBJECT OF SEVERAL PSYCHOLOGICAL STUDIES. WHEN APPLIED TO APPRENTICESHIP TRAINING, THESE STUDIES PINPOINT ASPECTS OF THE PROGRAMS THAT NOW STIFLE INCENTIVE, INCLUDING MAN-HOUR REQUIREMENTS FOR EACH STEP OF TRAINING (TRADITIONALLY LASTING FROM FOUR TO SIX YEARS), STANDARD UNION WAGES WHICH DO NOT REWARD SUPERIOR PERFORMANCE, AND, ESPECIALLY, RESTRICTED ACTIVITIES WITHIN THE JOB. IF THE APPRENTICE WERE GIVEN THE FREEDOM TO PROGRESS THROUGH THE PROGRAM AT HIS OWN RATE BASED UPON THE QUALITY OF WORK HE PRODUCES, THE PUBLIC WOULD BE REWARDED BY A HIGHER STANDARD OF CRAFTSMANSHIP, UNIONS WOULD RECEIVE THE RECOGNITION AND STATUS DUE AN ORGANIZATION PRODUCING HIGHLY TRAINED CRAFTSMEN, AND THE INDIVIDUAL WOULD PROSPER MATERIALLY AND PSYCHOGICALLY. THIS DOCUMENT APPEARED IN TRAINING AND DEVELOPMENT JOURNAL, 21(10)/2/12 OCTOBER 1967. (AJ)