The future of low-wage jobs is examined through a case study of firm restructuring in the retail industry. The study confirms that the retailing sector has come to be dominated by the Wal-Mart model, which emphasizes an efficient technology-driven inventory management system and a human resource approach that includes the following elements: dead-end sales jobs with starting pay at or near minimum wage; small, nonguaranteed raises; constantly changing work schedules that define full-time employment as 28 hours per week; and few fringe benefits. Many analysts argue that a human resource strategy based on improving workers' skills and input could be viable in retail trade, yet the Wal-Mart model stresses fast service and cheap products rather than sales staff trained to provide quality customer service. Although technology has enabled the Wal-Mart model of efficiency, it has generally resulted in the elimination of sales and stocking jobs rather than in the upskilling of front-line retail jobs. Because retail workers receive an average of only 7 hours of training, they acquire few valuable skills that can be taken to the open market. Retail workers' upward mobility is also quite limited as firms are increasingly hiring outside workers to fill managerial slots. (Contains 66 references.) (MN)