HRM-US Army
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Anne Winslow

Human resource strategy differs a lot when it comes to the army forces. In this article I will discuss the specifics of the candidates’ selection. The US Army’s mission is to defend the rights of US citizens. Not everyone can protect the country; therefore the search for right candidates must be very careful and precise.

The Army expresses its culture through its shared and endorsed values and
mission statement. According to Army brochures, websites and training
material cited in this paper “The Army’s mission is to fight and win
our Nation’s wars by providing prompt, sustained land dominance across
the full range of military operations and spectrum of conflict in
support of combatant commanders. The Army accomplishes its mission by organizing,
equipping, and training forces for the conduct of prompt and sustained
combat operations on land. The key component for the
Army’s success is its human resources. However, as one of the largest
employers in the world the Army faces a number of human resources
challenges. These include recruiting, retention, employee relations,
employee advancement, and discrimination issues. To better understand
the Army’s significant HR challenges it is important to conduct a
brief overview of the Army’s culture and its impact on the Army’s
human resources management process. The purpose of this paper is to
discuss the U.S. Army’s unique culture and its impact on its human
resources management.

The Impact of Army Culture on HR
Culture includes the customs, heritage and achievements of a
particular segment of society. Though this group is
very diverse in physical workspace and work environment, this group
ultimately works in accordance with and in response to a single “will”. From the highest position as the Commander-in-Chief to
the individual soldiers still in basic training, reinforcement of Army
culture has been a key factor in development and strength of one of
the world’s most powerful branches of military. The essential
solidarity and cohesiveness of the Army and its personnel presents a
functional model of team building, leadership and organizational
structure that is often emulated in the corporate sector. Unfortunately, the same culture promotes a system of

Employee Relations and Discrimination
The aspect of following directives or following orders is an important
aspect of the Army’s culture. Consequently, soldiers are trained and
conditioned to follow orders but think critically and independently,
and practice autonomy in the context of the larger organization. The
slogans and mottos have a balance between ideas of autonomy and
teamwork. Unfortunately this same culture could be a catalyst for
human resources problems such as work place harassment,
discrimination, or employee conflict as evidenced by the treatment and
discrimination of homosexuals, disabled, Muslims, and soldiers of

Middle Eastern origin.
Employees are generally conditioned to take orders from ranking
superiors without hesitation or resistance. The assumption in Army
culture is that a higher ranking person, despite their competence,
personality or leadership ability is able to legally give an order or
directive to a lower ranking person within their chain of command.
Consequently this is the source of numerous conflicts between Army
personnel and their leadership. Unfortunately the Army culture and its
engrained chain of command practices do not often help employees
resolve their issues with their leadership anonymously or without
severe repercussions. If an individual has issues or problems with
their platoon leader they are often unable to resolve the issue by
going around the platoon leader or chain of command without causing
problems. Likewise, as with any team, there is going to be conflict
between team members. Typically a HR department would assist in
resolving ongoing conflicts, however the Army’s culture promotes team
members resolving their own issues and people that go outside the team
often reap severe repercussion, ostracization, or alienation. Despite
its size and its functional HR departments the Army fails to provide a
safe and comfortable environment for an employee to register a human
resources related complaint.

In addition to being the largest employer in the world the U.S. Army
is also the largest employer of minorities in the United States. This
fact is significant when you examine the impact of managing diversity
in other organizations in unrelated industries. In brief, the Army
like many older institutions once had a very prominent existence of
institutionalized racism however in the recent decades the Army has
evolved to be a leader in diversity management.

Mary Anne Winslow is a member of [
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