27
dealing with employee suggestions, crit
icisms, or grievances, maintains and will
continue to maintain as long as it can,
an open-door policy to any employee
whether he is a member of an affiliated
group or not, or with any representa
tives of employees who are speaking for
their respective groups. This viewpoint
again is one 'which is .not shared by
those who believe that dealings are more
effective when only one or a few bar
gaining units are. involved. The Civil
Service Commission is convinced th at a
major step toward „ suitable relations
with employees is gained if all con
cerned are honestly informed of the
personnel policies to be followed and
the reasons for such policies.
Concluding Observations
In closing this discussion the writers
take license to make a few general ob-:
servations. One is that civil service or
"modern” personnel administration is
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not yet generally accepted by political,
budgetary, and administrative officials
in the same light that the personnel
administrator views the problem. A
great deal of give and take is necessary
in bringing such officials to a greater
appreciation of the values of more ob
jective methods in personnel practice.
Personnel people sometimes overlook
this, particularly under the stress of
establishing a new program. The re
sulting unfavorable effect oftentimes
requires prolonged effort by the per
sonnel agency to achieve a practicable
program. We in Oregon, as well as
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