Abstract The National Institutes of Health (NIH) is a supranational agency with a diverse workforce engaged in various projects. Therefore, proper administration of personnel issues at the agency requires engagements between the management and employee union representatives. Privatization, through partnerships, is one way the agency can achieve efficiency and reduce operational costs. The NIH employees are eligible for the various pension plans available to other federal employees. The agency has an elaborate performance appraisal plan for its employees. This paper evaluates the NIH in terms of union representation, privatization opportunities, employee pension schemes, and performance evaluations. It also gives suggestions on how the agency can improve its performance evaluation procedure. The Agency and Unions The National Institutes of Health (NIH) is a large agency comprising of 27 centers and a diverse workforce. Efficient administration of such a complex employee network requires good labor-management relations. The staff and management at all levels must work collaboratively to meet the agency’s objectives of advancing biomedical research. Progress in addressing personnel issues, including employee disputes, staff performance, promotions, and working conditions, among others, in the NIH, can be made through productive engagements between the agency’s management and the workforce. Additionally, to comply with Title VII of the Civil Rights Act, the agency must advance fair personnel policies and practices to promote staff wellbeing (U.S. Department of Labor, 2015). Therefore, employee engagement through a union is a practical way of ensuring compliance with personnel management laws. The large and diverse staff population makes it practically impossible to engage employees at a personal level. Employees at each of the 27 centers have unique interests and needs. A personnel administration model that allows unionized employees to channel their complaints through representatives can help with timely resolution of disputes in the agency. In addition, engagements with recognized unions make the agreements legally binding. Thus, besides facilitating professional engagements that yield binding collective agreements, the presence of a union in the agency can strengthen labor-management relations. As an institution that attracts a talented and diverse workforce, stable labor-management relations can improve staff morale, job satisfaction, and retention rate. The NIH should have union representation for two reasons. First, union representation will facilitate collective agreement negotiations geared towards resolving personnel matters in line with laws governing labor relations. The National Labor Relations Act gives workers the right to engage in collective bargaining with the management (U.S. Department of Labor, 2015). The right to collective bargaining on the terms of service and working conditions through unions is guaranteed under the law. Second, to provide a means for resolving personnel issues, having a union representation is essential. The management and union representatives can engage in amicable discussions on personnel policies and matters of