An analysis and evaluation of the recommendations relative to personnel management by the Commission on Organization of the Executive Branch of the Government (to April 1, 1950)

The Nineteenth and Concluding Report of the Commission on Organization of the Executive Branch of the Government (the Hoover Commission) was submitted as recently as May 20, 1949. There has been favorable public and official reaction to the Commission Reports, in general. The Commission's Report on Personnel Management was submitted February 9, 1949. However, criticism of the recommendations for Federal personnel administration during the interim has been both favorable and unfavorable, with recognized personnel authorities taking issue with these recommendations of the Commission. Thus far, these proposals have been implemented only to a very limited extent. Should there be a question as to the advisability of adopting the Commission's recommendations for personnel management, an early collection, comparison, and evaluation of critical statements, pro and con, way well serve, properly used, to substantiate the recommendations or to deny their feasibility, in whole or in part. Whatever the outcome, the study can satisfy, at least partially, a need for synthesizing and distilling the early thinking regarding the Commission's proposals for Federal personnel administration. The primary objective of this study is to analyze, evaluate, and report systematically on the recommendations for personnel management contained in the Reports of the Hoover Commission, including a summary, analysis, and evaluation of criticisms of these recommendations. There are two related objectives. This study provides a summary, analysis, and evaluation of the authority, organization, staffing, and operation of the Hoover Commission. Another corollary objective is to analyze, evaluate, and report on those fundamental non-personnel recommendations of the Hoover Commission. In other words, it is my conviction that a problem exists in that there had been expressed mixed criticisms of the Hoover Commission and of its recommendations relating to personnel management. The problem is studied and reported by achieving the objectives outlined above. It also is desirable in exploring the problem to examine the historical trends in federal Executive Branch reorganization and in Federal personnel administration. The latter Inclusions are necessary to provide a meaningful frame of reference for the Hoover Commission study and the analysis and evaluation of its proposals for Federal personnel administration.