“Both safety and justice demand that managers learn to act strategically to hire good and fire poor performers legally. The initial paperwork required to separate poor or abusive performers (when they are infrequently identified) is not overwhelming, and managers might be motivated to act if it were not for the appeals and enforcement processes.”
Citation: Project 2025, Section 1.3: Central Personnel Agencies: Managing the Bureaucracy, Donald Devine, Dennis Dean Kirk, and Paul Dans, page 107, paragraph 1
Context:
They’re arguing here for removing protections for federal workers to appeal unfair dismissals. “Poor performers” here is code for “people who disagree with our agenda.” “This (meaning these regulations and protections) keeps even the best managers from bringing cases in all but the most egregious cases of poor performance or misconduct.” (Project 2025, Section 1.3: Central Personnel Agencies: Managing the Bureaucracy, Donald Devine, Dennis Dean Kirk, and Paul Dans, page 107, paragraph 5.)
Full contextual analysis of Section 1.3: Central Personnel Agencies: The Bureaucracy here.
Categories: Government, Government Employees