Introduction
The transfer of theoretical ideas in human resource (HR) management into practice is a significant challenge, creating a substantial gap between theory and practice. Vision or ideas implemented in life often require additional resources, run counter to expectations, and fail to deliver the intended results. The organization investigated in the current reflection is the United States Navy, which must meet high standards as a military institution. Employees are the foundation of the fleet, but some current HR practices do not align with their theoretical ideals, negatively affecting work. Even though modern trends indicate the importance of using the best technologies for management, the Navy still needs improvements in this matter.
Technology in the US Navy’s Human Resource Management
The technological aspect of HR management relates to applied information systems. However, it also covers recruitment, selection, training, and performance management, as managers can use various technological tools. For instance, technology automates compensation and benefits payments and accounts for employees’ dependents (Cascio, 2021). They also simplify communication, provide additional training opportunities, and facilitate decision-making regarding hiring, promotion, and other issues (Cascio, 2021). Thus, in theory, technology should greatly facilitate HR management and make it more effective in supporting employees.
In practice, the US Navy’s use of technology did not achieve the desired effect and caused several problems, making HR management difficult. The technologies used are outdated, inconvenient, and difficult to understand, hindering employees’ work. Moreover, even after investing in transformations, the Navy failed to apply innovation effectively. This problem is very significant and even received publicity in 2023. Ziezulewicz (2023) analyzed the situation, confirming that outdated technologies and poorly planned changes led to problems such as delayed payments and access issues to health information.
At the same time, when trying to improve, the Navy did not engage enough technological experts (Ziezulewicz, 2023). The officers also confirm that outdated technologies no longer meet the institution’s needs and negatively affect recruitment and retention (Sherbinin & Stefanus, 2023). Such a situation can lead to organizational problems and reduce effectiveness.
Technologies are significantly changing the way organizations do their business. They offer benefits and improve HR department outcomes, while insufficient attention to their use can worsen the institution’s situation (Cascio, 2021). In the case of the US Navy, potential implications of the discrepancy between theory and practice include deterioration in employee performance, low morale, and reduced worker retention.
Given the organization’s work environment, technology problems also increase security risks, including employee safety. Moreover, the situation can lead to lower strategic preparedness for potential crises, as the concerns described also affect officers’ readiness. As a result, it is critically important to address the highlighted problem and make efforts to bring practice closer to theory.
Solving the presented problem requires a comprehensive solution that covers all critical issues in technology operation. Transformations demand careful preparation and investment to assess the situation and create a plan. It is essential to avoid the mistakes made previously and attract the best information technology specialists. Expert assessments from the outside will help identify past errors and find new ways to improve.
At the same time, it is crucial to consider the military organization’s work context and assess the experience and reliability of specialists. Another critical step for the Navy is to ensure that the technologies used are user-friendly and understandable across generations (Sherbinin & Stefanus, 2023). Moreover, the environment influences the preferred HR functionality choice (Yeung et al., 2022). For example, in the military, the functions of retention, development, and service are more consequential.
The change process requires attention to detail and a willingness to overcome barriers. Yeung et al. (2022) also note that the support of top leaders plays an influential role during the implementation of technological innovations. It is critical to demonstrate that improving HR practices in line with theory is necessary and will deliver significant benefits.
Finally, in addressing technical discrepancies, attention to safety is critical in a military context. Cybersecurity protocols must account for the unique challenges the Navy faces as it continually conducts new checks and improvements. Such measures will help address the organization’s existing HR technology issues and improve its operations.
Conclusion
Thus, the organization in question, the US Navy, stands out because its use of HR technologies differs significantly from existing theoretical suggestions. The institution uses outdated technologies that are inconvenient for its employees and do not meet their working needs. Such a problem negatively affects efficiency and can reduce workers’ morale and strategic readiness.
Since military institutions, such as the US Navy, are designed to protect the population, they must adhere to high standards and follow best practices. In this case, potential measures to reduce the theory-practice gap include attracting experts, receiving support from top leaders, and paying attention to security, user-friendliness, and the goals that military HR should achieve using technology.
References
Cascio, W. F. (2021). Managing human resources (12th ed.). McGraw–Hill.
Sherbinin, A., & Stefanus, D. (2023). Get real get better about digital HR for sailors. Cimsec.
Yeung, D., John, E. M., Haynie, J., Ryseff, J., Triezenberg, B. L., & Lim, N. (2022). Implementing technology-enabled human resources capabilities in the US Air Force: Insight from the private sector and military services. RAND.
Ziezulewicz, G. (2023). Inside the Navy’s pay and personnel crisis. Navy Times.