Student Scholarship

Document Type

Research Paper

Abstract

This paper provides a detailed survey of employee counseling programs within the United States federal government, specifically examining the Department of State, the Department of the Navy, and the Department of Health, Education and Welfare. Established primarily during the Second World War to address domestic and professional disruptions such as housing, health, and child care, these programs have evolved from direct employee assistance to a broader focus on employee relations. The central objective of these services is to improve organizational effectiveness through the application of psychological principles and human relations techniques. By fostering better communication between staff and management, agencies aim to reduce turnover and increase overall productivity. 

In the Department of State, the counseling program is divided between domestic personnel and the Foreign Service, addressing complex issues like international transfers and dual salary systems. The Department of the Navy, specifically the Bureau of Ships, is highlighted as having one of the oldest and most organized programs. A significant trend noted across these agencies is the shift toward training supervisors to handle minor counseling needs directly, thereby strengthening the immediate supervisor-employee bond and preventing problems from escalating. Conversely, most divisions of the Department of Health, Education and Welfare favor a supervisor-led coaching approach over traditional professional counseling, with the exception of the Old Age Survivors Insurance Service. 

The report concludes that professional counseling is an indispensable function of modern personnel management. While some argue that firing uncooperative employees is more efficient, the author contends that counseling is more cost-effective because it avoids the high expenses associated with recruiting and training new staff. Ultimately, a robust counseling program enhances employee security and confidence, which directly motivates higher levels of efficiency and production within the federal workforce.

Research Highlights

The Problem: Inconsistent and underdeveloped employee counseling programs across federal agencies led to unaddressed workplace dissatisfaction and personal issues affecting worker efficiency. 

The Method: Comparative analysis of counseling structures in the U.S. Department of State, Department of Navy (specifically the Bureau of Ships), and the Old Age Survivors Insurance Service of the Department of Health, Education and Welfare. 

Key Events: Counseling programs were formally established in these agencies between 1941 and 1944 to address wartime personnel issues such as housing, childcare, and mental health; shift in focus from direct employee assistance to supervisor training occurred by the early 1950s. 

Quantitative Finding: The Department of Navy maintained a 700:1 employee-to-technician ratio for its 17,000 civilian employees; the Bureau of Ships assigned 1,000 employees to each of its four counselors; Foreign Service and General Schedule salary scales were utilized to determine counselor pay grades. 

Qualitative Finding: Transition from "employee counseling" to "employee relations" emphasized strengthening supervisor skills in human relations; effective programs required counselors with backgrounds in sociology, psychology, or social work; the "indirect method" of counseling was prioritized to encourage employee independence and self-resolution of problems.

Publication Date

1-1955

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