| Human resource strategy differs a lot when it | | | | and practice autonomy in the context of the |
| comes to the army forces. In this article I will | | | | larger organization. The |
| discuss the specifics of the candidates' selection. | | | | slogans and mottos have a balance between |
| The US Army's mission is to defend the rights of | | | | ideas of autonomy and |
| US citizens. Not everyone can protect the | | | | teamwork. Unfortunately this same culture could |
| country; therefore the search for right candidates | | | | be a catalyst for |
| must be very careful and precise.The Army | | | | human resources problems such as work place |
| expresses its culture through its shared and | | | | harassment, |
| endorsed values and | | | | discrimination, or employee conflict as evidenced |
| mission statement. According to Army | | | | by the treatment and |
| brochures, websites and training | | | | discrimination of homosexuals, disabled, Muslims, |
| material cited in this paper "The Army's mission is | | | | and soldiers ofMiddle Eastern origin. |
| to fight and win | | | | Employees are generally conditioned to take |
| our Nation's wars by providing prompt, sustained | | | | orders from ranking |
| land dominance across | | | | superiors without hesitation or resistance. The |
| the full range of military operations and spectrum | | | | assumption in Army |
| of conflict in | | | | culture is that a higher ranking person, despite |
| support of combatant commanders. The Army | | | | their competence, |
| accomplishes its mission by organizing, | | | | personality or leadership ability is able to legally |
| equipping, and training forces for the conduct of | | | | give an order or |
| prompt and sustained | | | | directive to a lower ranking person within their |
| combat operations on land. The key component | | | | chain of command. |
| for the | | | | Consequently this is the source of numerous |
| Army's success is its human resources. | | | | conflicts between Army |
| However, as one of the largest | | | | personnel and their leadership. Unfortunately the |
| employers in the world the Army faces a | | | | Army culture and its |
| number of human resources | | | | engrained chain of command practices do not |
| challenges. These include recruiting, retention, | | | | often help employees |
| employee relations, | | | | resolve their issues with their leadership |
| employee advancement, and discrimination issues. | | | | anonymously or without |
| To better understand | | | | severe repercussions. If an individual has issues |
| the Army's significant HR challenges it is | | | | or problems with |
| important to conduct a | | | | their platoon leader they are often unable to |
| brief overview of the Army's culture and its | | | | resolve the issue by |
| impact on the Army's | | | | going around the platoon leader or chain of |
| human resources management process. The | | | | command without causing |
| purpose of this paper is to | | | | problems. Likewise, as with any team, there is |
| discuss the U.S. Army's unique culture and its | | | | going to be conflict |
| impact on its human | | | | between team members. Typically a HR |
| resources management.The Impact of Army | | | | department would assist in |
| Culture on HR | | | | resolving ongoing conflicts, however the Army's |
| Culture includes the customs, heritage and | | | | culture promotes team |
| achievements of a | | | | members resolving their own issues and people |
| particular segment of society. Though this group | | | | that go outside the team |
| is | | | | often reap severe repercussion, ostracization, or |
| very diverse in physical workspace and work | | | | alienation. Despite |
| environment, this group | | | | its size and its functional HR departments the |
| ultimately works in accordance with and in | | | | Army fails to provide a |
| response to a single "will". From the highest | | | | safe and comfortable environment for an |
| position as the Commander-in-Chief to | | | | employee to register a human |
| the individual soldiers still in basic training, | | | | resources related complaint.In addition to being |
| reinforcement of Army | | | | the largest employer in the world the U.S. Army |
| culture has been a key factor in development | | | | is also the largest employer of minorities in the |
| and strength of one of | | | | United States. This |
| the world's most powerful branches of military. | | | | fact is significant when you examine the impact |
| The essential | | | | of managing diversity |
| solidarity and cohesiveness of the Army and its | | | | in other organizations in unrelated industries. In |
| personnel presents a | | | | brief, the Army |
| functional model of team building, leadership and | | | | like many older institutions once had a very |
| organizational | | | | prominent existence of |
| structure that is often emulated in the corporate | | | | institutionalized racism however in the recent |
| sector. Unfortunately, the same culture promotes | | | | decades the Army has |
| a system ofEmployee Relations and Discrimination | | | | evolved to be a leader in diversity |
| The aspect of following directives or following | | | | management.Mary Anne Winslow is a member of |
| orders is an important | | | | Essay Writing Service counselling department |
| aspect of the Army's culture. Consequently, | | | | team and a dissertation writing consultant. Contact |
| soldiers are trained and | | | | her to get free counselling on custom essay |
| conditioned to follow orders but think critically and | | | | writing. |
| independently, | | | | |