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accomplished that by just saying, “Reduce the paper work in the inspection service.” The fellows who were in charge of running the department would have done it. They could have done it themselves and they could have done it without so much conference and so many meetings at the upper levels and so much aggrandizement of the personnel function.
Two things prang up as a result of these Title II people. One was the great emphasis upon personnel work as such, another science was brought into being. You have to get an expert to hire and fire. You can't hire them and fire them, and say how much salary they get and pay them their money without getting an expert who has graduated from the University of Syracuse in the personnel division. He knows and kinds of rigmarole. The personnel people give themselves great airs and great airs of authority. In every department the personnel people believe that they should be the principal aid of the secretary, that the secretray shouldn't think except in their presence, that they should be the;principal adviser, that nothing should happen that they don't know all about and that they don't give their assent to. They form themselves into a personnel council. They organize the Society of Personnel Administration. They just cheer each other on all over the country. There are big personnel people and middle sized personnel people and little personnel people. In every small office there is one.
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