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This essay would consider human resources and knowledge management of the US Army as these are mostly interrelated with the management functions.
Assessment of the effectiveness of organizing functions of managing human resources of the US Army has accepted the Army Leadership Program (ALP) long ago. In recent times, policy and standards of HRM1 are integrated to structure personnel management and administration individually. Hypothetically, HRM conveyed a sequence of integrated decisions to define the employment relationship status, whether it influenced the effectiveness and efficiency of personnel and the organization. Conversely, in accordance with US Army, HRM operations are core dynamics of military HRM that conceived through a supportive role of SHCM2.
In assessing organizing function of management bodies of US Army, the paper has identified that existing challenge of US Army suffered from a crisis of required decisions to work on diversified functions3. To rescue from the dilemma, US Army HRM leaders are obligatorily assigned to possess specialized multidimensional skills and, additionally, should involve managing HRM Life Cycle Model (LCM). From the US Army viewpoint, LCM is the most forceful dynamic that has key proficiency in time management, effective and efficient military service to serve Federal civilian.
Moreover, the HR community of the US Army discovered through eight functions of HRM LCM to structure development programs, acquire personnel, distribute efficient logistic support and recruit, organize and compensate sustainable personnel. Alternatively, US Army attached with the intensified framework, development strategies4, networking, training, and allocation of responsibilities through HRIM (Human Resource Information Management) to stimulate their self-development initiatives and well-being of their family as well. In a specific form, the following are significant LCM components –
|Parameter of Army Office Operations||Army office operations, as well as personnel management, should to ensure and continue the optimal level of functional management (Serco, 2006, p.1-2)|
|Do’s and Don’ts:||Clarification of mobilization with demobilization functions to direct whether it should conduct progress (Department of the Army, 2009)|
|Administrative Support||Provide adequate administrative support for Army CRC5.|
|Issuance of Imperative Tools||Issuance of imperative HRM tools like CAC6for trouble-free tasks execution|
|Functional Human Resources Management (HRM):||to prompt attachment with modern technologies, functional HRM of the US Army has obligatorily required to practice call center operations|
|Community Support||For flawless Army performance, community support is another vital issue, and for this reason, support of ACS7is the most effective approach.|
|Essential Human Resource Functions||Like typical organizations and their obligatory HR functions, US Army should involve three processes, namely, recruitment, staffing, training, and development|
|Management of the Entire Workforce||Other than monitoring and executing essential functions, entire workforce management is much effective and efficient to perform in foreign countries.|
|Supervision of Employee Benefits||To stimulate total workforce motivation and enhance performance supervision of employee benefits is another effective approach of US Army HRM.|
Table 2. Source: Self-generated.
Evaluation of organizing functions of US Army management, the term knowledge is treated under AKM8, which is a complete package of strategies to network-centric as well as knowledge base transformation. Alternatively, the AKM strategy is attributed to numerous significant goals and objectives to specify accomplished tasks and potential progress of decision dominance of the entire tactical commanders. Moreover, the key concentration of AKM goals and objectives are to manage and administration IT9 infrastructure to attach with the GIG10.
Meanwhile, AKM functions are involved in reducing unnecessary resource and equipment volume as well as restrict ubiquitous accessibility into the heart of the knowledge portal with applicable network services. Conversely, the best utilization of governance practices along with prioritizing innovative HCM11 strategies is also an indispensable ingredient of AKM goals. More specifically, AKM goals, objectives, and strategies are proficiently transforming intellectual human capital12 through a change of catalysts to foster functional decision flow.
On the other hand, infrastructure13 is an ingredient of IT, obligatory for managing and supporting network centric Army. In the meantime, change of catalysts involved in assigning policy constructing, aggregate resource management, and exploring the entire Army to acclimatize with network centric atmosphere. In other words, the AKM is providing an entire strategy of the US Army to investigate and recommend how to develop AKM and, additionally, network centric implementation approach globally.
For instance, to foster overseas integration, US Army employs CIO/G–6, whereas C4/IM is proficient in providing knowledge management solutions. Furthermore, the CIO/G–6 is a functional proponent whilst structuring Army resource policies like the E−Business Model, potential governance structure, integration of new technologies, and a knowledge-centered workforce. In executing functional tasks, US Army goals are outlined in parallel to maximize the workforce as well as network atmosphere transformability. For more clarification, the following are sequential goals and objectives of US AKM followed by a comprehensive AKM figure (Department of the Army, 2009, p.574-581) –
|Appreciate and Acceptance||appreciate and acceptance of new governance role along with the change of culture in order to enrich AKM through knowledge-based infrastructure|
|Integration||for the gradual improvement of Army operation and organizing functions, integration of modern knowledge management models and consequentially best practice of those|
|Management||Management of info structure as a complete package of AKM for vast progress of entire resource capabilities as well as efficiencies|
|Institualisation||Instuitualisation of AKM as an execution portal delivering universal, safer accessibility for both intra- and inter-Army resources.|
|Connectivity||efficient attachment of Army human capital and then with the adequate installation of modern technology transform them into absolute knowledge base entity|
Table 3: goals and objectives of the US Army Knowledge Management. Source: Self-generated.
In light of the previously mentioned discussion on HRM and AKM of the US Army, the paper has addressed that the HRM division of the organization has suffered from the integration of diversified task where as knowledge management frequently has in a crisis of conveying pioneer outsourcing role. Taking into account these two issues, the US Army should pay core concentration on integrating HRM with AKM though existing AKM organizing functions have recently outlined a parallel network-centric atmosphere to maximize the entire workforce.
This policy does not guarantee enough efficiency to optimize organizational resources effectively. To rescue from these dilemmas, the following is the most modern outline of integrating HRM and AKM of the US Army through automation, where TAPDB−AE is the heart of the process. More specifically, the automation of HRM and AKM of the US Army should consist of three logical components in accordance with the following figure, namely, containing personnel data of every recruited staff, requisition, and then organizing gathered data where HRC is proficient to upgrade gathered data as well as AKM.
Finally, EDAS worked for reducing the time limit to upgrade, integrate, and deliver required data to superior personnel and, consequently, involved to assign new personnel as well as integrate diversified tasks of the Army personnel considering AKM functions.
Department of Defence. (2009). Knowledge Management in the DoD. Web.
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Department of the Army. (2004). Soldier’s Manual and Trainer’s Guide. Web.
Department of the Army. (2009). How the Army Runs. Web.
Serco. (2006). Strategic Human Capital Management: Managing, and maintaining the human capital needed to maximize government performance and ensure its accountability. Web.
- Human Resource Management.
- Strategic Human Capital Management.
- Force Structure Requirements, Recruiting & Retention Programs, Well-Being Programs, & Personnel Readiness from Both Individual & Unit Perspectives.
- Acquiring Personnel, Efficiently Distributing Management Support Solutions Personnel, Developing Personnel, Deploying Personnel, Compensating Personnel, Sustaining Personnel & Transitioning Personnel.
- CONUS Replacement Centre.
- Common Access Card.
- Army Community Services.
- Army Knowledge Management.
- Information Technology.
- Global Information Grid.
- Human Capital Management.
- Individual, Team & Enterprise Knowledge, Systems & Services & Workforce.
- Computers, Software, Architecture, Security, Communications, Programs & Facilities.