Culture Of Career Development And Ranking And Selection Of Military Officers
Culture Of Career Development And Ranking And Selection Of Military Officers

Summary/Abstract: Few years ago the Serbian Ministry of Defense (MoD) has launched a system for the ranking of military officers. That was called the Criteria for military service. The idea was to comprise a set of different capability estimates of military personnel and to make a ranking list of individuals. The trigger for this undertaking was a personnel reduction process, and the goal was to make an objective methodology for dismissing the people. From the institutional point of view, a ranking list is a very good thing –it makes possible to retain a good employee and to dismiss a bad one. From the individual point of view – it depends: it is bad if you are at the bottom of the list; it is good if you are at the top of the list. However, there are some additional benefits of ranking lists. Firstly, it gives information about the capabilities of human resources in an organization. The possibilities and limitations of an organization are in direct relation with the possibilities and limitations of its employees. Secondly, while the end of the list is of use for the personnel reduction process, the top of the list could and should be used for processes of appointments, promotions and selections for additional education and training. The defined criteria for military service are not perfect and could be analyzed, criticized and improved. But even in their existing form, the criteria set produces ranking results that show some inconsistencies with real personnel data. Why do anomalies happen? The answer could be identified as a result of the organizational culture which characterizes a processes of ongoing career development in a military organization. The number and intensity of those anomalies deserve research attention.

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