One of our national goals is to move long-term unemployed workers from secondary to primary labor markets. Obviously, the success of programs designed to achieve this goal depends heavily on the behavior of participants in the program-both trainees and employers. Research to date, however, has been more concerned with trainees than with employers. From the employer’s perspective, the success of a manpower training program might depend on the types of trainees hired (e.g., are they the “cream” of the disadvantaged or the truly hard-core?); the nature of the trainee’s job; the support given the program by co-workers, supervisors, and middle management; the efficiency and effectiveness of local program administrators, job developers, tutors, instructors, counselors, and other supportive personnel; and a host of other factors.