Fifty-two supervisors and seven managers in the production and maintenance division of LAD International, a large chemical company.  A learning contract training program was designed and implemented as the Supervisory Development Programme.

Training took place in five groups and in three phases.  An ongoing analysis took over two years. 

analyse the concept of a learning contract in general and

to investigate the contribution of learning contracts to

supervisory development within the context of the

organization studied."  The goal of their designed program was to "improve the knowledge and skill of first-line management to ensure a harmonious,  perceptible increase in overall employee commitment leading to measurable improvement in quality, safety, productivity and costs."

While there was apprehension about the new system at first, once the supervisors began to get more accustomed to the learning contract method, most apprehension went away.

Being aware of the objectives also helped ease apprehension.  There were no "hidden agenda" fears.

Managers being "on board" with the programme proved to be very important with the workers, who complained when the contracts were not followed/honored by management.

Written objectives focused workers more on what was expected of them.

Workers appreciated the feeling of having more control over their work.

The "prework" exercises were seen to be too time-consuming and unnecessary.

The review process was seen as essential.