Military Diversity in the Armed Research Paper

Pages: 12 (3758 words)  ·  Style: APA  ·  Bibliography Sources: 8  ·  Level: Master's  ·  Topic: Military  ·  Buy This Paper

SAMPLE EXCERPT:

[. . .] S. Armed Forces. Created by 2009 as part of the National Defense Authorization Act (Trevor & Ernes, 1998), the Military Leadership Diversity Commission issued its findings and recommendations on how the departments of defense can promote the representation of females, the youth, and diverse races within the military, during the times when the entire nation faces high expectations of becoming diverse.

The U.S. Armed Forces Reputation with regards to Diversity

Currently, the U.S. military is working hard to create an inclusive force that reflects ethnic and racial diversity of every population within the United States. Consequently, a congress chartered commission reported the achievement of the diversity goals within the lower ranks of military leadership hence the commission expects further improvements within the uppermost ranks of the military leadership. Moreover, the department of veterans' affairs (VA) through its commitments serves to foster a diverse workforce and work environment that is free from employment discrimination, and free from barriers to equal employment opportunities (EEO). The VA's ODI (Office Of Diversity and Inclusion) developed a guide of best practicesin recruitment and selection, thereby blocking the EEO's pitfalls in order to create a diverse workplace (Karen, 1994). The office found this achievable through the assistance of key stakeholders, managers, and supervisors who ensure there are no barriers to EEO within the military selection and recruitment process hence properly serving the nation's veterans.

The U.S. military veterans' affairs (VA) have a commitment to ensure EEO (equal employment opportunity) through the promotion of diversity and inclusion, as well as constructively resolving workforce conflicts in order uphold the high performance the military workforce, and in service to the nation's veterans.According to Charles (1988), the military departments vigorously involve in the enforcement of all applicable federal EEO regulations, laws, leadership directives, applicable policies, and executive orders in order to ensure equal military recruitment opportunities. In accordance to its stakeholders, the military leadership is committed to ensuring equal recruitment opportunities within the military departments (Henning, 1994). The departmental leadership thereby ensures the provision of equal opportunity in military recruitment for all qualified individuals. Moreover, they have the obligations allow the military information and programs accessible to every citizen so that all eligible individuals with talents to carry-out military missions can apply. The Armed Forces departments now prohibit discrimination against origin, race, age, gender, religion, color, sexual orientation (Robert, 2009), disability or parental/family status. The focal aim of this act is to establish an environment that is free from harassments and discriminations.

Despite the fact, the Navy and Air Force have generated large volumes of headlines about the much debated Pacific re-balance of the Pentagons; the Army currently takes a series of initiatives in order to advance its stand within the Pacific region. The Army leaders expanded their exercise with the allies, emphasized on the importance of military partnerships, and boosted military's foreign sales. This service introduced novel plans aligned regional units across the Army and established expertise within the Pacific, along with the U.S. Army operations in the rest of the world (Charles, 1988).

Improving the Military's Current Diversity Strategy:

Policies Procedures and Practices

The U.S. Armed Forces have a common diversity mission, which aims at developing and implementing strategies that contribute to performance readiness while sustaining and transforming the military the national leader in diversity. The diverse leaders will embrace the strength of diverse groups within an inclusive environment, manage and invest in talents through valuing every individual and developing soldiers and civilians who are culturally astute (Karen, 1994). This strategy will as well enhance the preparedness of the U.S. communities for global engagements and dimensional human leadership. These strategic goals will offer directives for the organizational, procedural, climate and structural changes in the Armies' pursuit of the world's leading diversity model (Military Leadership Diversity Commission, 2009).

With the increasing number of military members with disabilities and diversity in ages, the military can successfully serve total workforce, meet different needs, expectations and attitudes while valuing and understanding the potential influences and contributions of the diverse backgrounds toward the mission accomplishment. Charles (1988) affirms that in order to maintain the role of national security by the Armed Forces, the military leadership must keep on recruiting the top talents. This will enhance the position of the forces as an employer of choice, allowing its wide-spread reach into the communities within which the military has a less historical familiarity. As a result, the Armed Forces will remain competitive within the on-going battle of talents among the academic, government and corporate sectors. According to Henning (1994), high performance people make up high-performing organizations. Upon the recruitment of the American top talents, the military can understand the contribution of high performance by individuals who utilize their diverse talents, attributes and skills in leadership, as well as in driving their experiences and backgrounds. Through the integration of people's talents into making decisions and accomplishing missions, the military can then come up with a group of motivated personnel who can perform best within the workforce.

By paying much attention to the principles and practices of organizational diversity, the military creates a power appreciation from diverse contributions of the inspired service members. This appreciation contributes to personnel processes and systems for talent management hence leading to a climate of high performance through the enhancement of individual opportunities and capabilities (Henning, 1994). With regards to the education policies and training, the Armed Forces have strong incentives for diversity in education and training. Most of the service members are likely to face cultural challenges arising from conflict or multitudes of external mission from other sectors. The cultural understanding instigates at home hence the military's future demographics may lead to the use of new languages, as well as new cultural challenges among the leadership ranks. Karen (1994) elicits that by understanding their own culture, personal and interpersonal differences through education and training, soldiers will be capable of developing a proclivity for understanding others, either during their deployment missions or future generation recruitments.

Given that the augmenting number of females and black accessions to the combat arms are an essential strategy towards improving the senior ranks' diversity, the 2005 development report on CODA by Colonel Glover David of the U.S. Army Accessions Command recommended various policies, procedures and strategies towards diversity (Charles, 1988). One of the recommendations was to examine the order of merit list (OML) and its processes of commissioning in order to ratify its impacts on the branching process and officers' placement within the Pentagon. Additionally, he recommended the refinement of the existing model of officer branching, with an aim of providing a widespread quality and diversity across all departments. The Lieutenant Colonel Smith also recommended an accountability assessment, evaluation of the soldiers, soldiers' involvement in the recruitment process and mentoring of the service members (Andrew, 2013). Failure to implement the required procedures, policies and strategies, could lead to racial, gender, and regional imbalance within the military's diverse representations.

Types of Diversity and their Roles in the Military Culture

At least in parts, religion comprises the humans' responses towards divinity in all its variety and complexity. Different reports assert religion as a great source of power, strength, and/or confusion depending on the manner and context of its embracement by leaders, as well as their subordinates across the military services (Kaiser & Kosmin, 2008). As one of the principal underpinnings of human culture, religion serves the role of influencing human behaviors. In this context, the U.S. military forces in Afghanistan and Iraq have been witnesses to the robust power of religious adherence, allegiance, and beliefs in the national and local politics. Generally, the Americans highly regard themselves as religious people. The nation remained Christian dominated by 2009; hence both the federal and military leaders can benefit from the statistically valid information on the religious practices and identifications by the DoD personnel (Kaiser&Kosmin, 2008).

With respect to gender, just like men, every woman may long to be regarded as a soldier in every aspect of life, and establish a positive and healthy relationship with colleagues. At the macro-levels, it is evident that, for the past three decades, women have been playing an increasingly vital role within the Western armed forces. Andrew (2013) reveals that in the past, during the process of opening up the military services to women, the fundamental issue was on the identification of a woman's role within the forces. These traditional policies went under critical and subsequent revisions hence today the U.S. armed forces policy personnel replaced the traditional exclusion policy, through qualified inclusions, and finally to the contemporary open policies on total inclusion. The contemporary women in the armed forces, service in roles those are readily associated with distant or impersonal combat. These roles may include missile launch operations, aircrew specialties, and a range of billet duties on military ships.

With the increasing number of military members with disabilities and diversity in ages and minorities,… [END OF PREVIEW]

Four Different Ordering Options:

?
Which Option Should I Choose?

1.  Buy the full, 12-page paper:  $26.88

or

2.  Buy & remove for 30 days:  $38.47

or

3.  Access all 175,000+ papers:  $41.97/mo

(Already a member?  Click to download the paper!)

or

4.  Let us write a NEW paper for you!

Ask Us to Write a New Paper
Most popular!

Diversity in the Military Term Paper


Finding Oneself in the United States Armed Forces Essay


Military Employee Stress Thesis


US Military Involvement in the Korean Conflict Research Paper


Private Security Contractors Thesis


View 186 other related papers  >>

Cite This Research Paper:

APA Format

Military Diversity in the Armed.  (2014, February 9).  Retrieved February 23, 2019, from https://www.essaytown.com/subjects/paper/military-diversity-armed/5378901

MLA Format

"Military Diversity in the Armed."  9 February 2014.  Web.  23 February 2019. <https://www.essaytown.com/subjects/paper/military-diversity-armed/5378901>.

Chicago Format

"Military Diversity in the Armed."  Essaytown.com.  February 9, 2014.  Accessed February 23, 2019.
https://www.essaytown.com/subjects/paper/military-diversity-armed/5378901.