Human Resources Research Office

Human Resources Research Office. The Human Resources Research Office was a pioneering United States Army-sponsored research organization established in the post-World War II era. It was created to apply behavioral science and psychometric principles to military personnel issues, operating under contract with George Washington University. Its work significantly advanced the fields of personnel selection, training, and leadership assessment, influencing both military and civilian practices for decades.

History

The organization was founded in 1949 by the United States Department of the Army, building upon the extensive psychological research efforts conducted during World War II by groups like the Army Air Forces Aviation Psychology Program. Its establishment was driven by the Cold War need to optimize military manpower and address complex personnel challenges. Initially located in Washington, D.C., its early leadership included prominent figures like John C. Flanagan, known for developing the Critical Incident Technique. In 1951, administrative control was transferred to George Washington University, providing an academic base for its applied research. The office expanded throughout the 1950s and 1960s, opening field units at major installations like Fort Benning and Fort Rucker. It was eventually reorganized and renamed in 1971, marking the end of its distinct operational period.

Research focus and contributions

The organization's core mission was to improve the effectiveness of military personnel through empirical research. A major focus was the development and validation of selection and classification tests, refining the methodologies pioneered by the Army General Classification Test. It conducted extensive studies on training effectiveness, evaluating methods for complex skills required in operating advanced systems for the United States Army Training and Doctrine Command. Landmark research areas included leadership assessment, small unit performance, and human factors in equipment design. Its scientists made significant contributions to understanding motivation, job satisfaction, and career development within the structured environment of the United States Armed Forces. The work often involved large-scale field studies at posts like Fort Bragg and collaborations with agencies such as the Office of Naval Research.

Organizational structure and leadership

The organization operated as a contract research center under the auspices of George Washington University, with funding and oversight provided by the United States Army. It was composed of a central headquarters, eventually moved to Alexandria, Virginia, and several specialized field units attached to major Army commands. Its first director was John C. Flanagan, a key architect of its research philosophy. He was succeeded in 1954 by Meredith P. Crawford, who led the organization for most of its existence and expanded its scope and influence. The staff comprised a multidisciplinary team of psychologists, statisticians, and sociologists. Key divisions included the Leadership and Human Relations Research Unit and units dedicated to training and selection research, often working in direct support of the Continental Army Command.

Key publications and reports

The organization produced a vast array of technical reports and influential publications that disseminated its findings. Its research was published in its own series, such as the *Human Resources Research Office Technical Reports*, and in prominent journals including the *Journal of Applied Psychology* and *Personnel Psychology*. Seminal works included studies on the Assessment Center methodology for identifying leadership potential, which was later adopted by corporations like AT&T. Major reports often focused on the performance of soldiers in Vietnam War conditions, examining factors affecting morale and combat effectiveness. The research on the Critical Incident Technique became a foundational tool in job analysis and performance appraisal across numerous sectors beyond the United States Department of Defense.

Impact and legacy

The organization's impact on both military and civilian personnel management was profound. Its research directly shaped United States Army policies on recruitment, assignment, and training for a generation. The methodologies it refined, particularly in psychometric testing and systematic job analysis, became standard practice in industrial and organizational psychology. Its work on Assessment Centers influenced executive selection processes worldwide. The closure of the original office in 1971 did not end its legacy; its functions and many personnel were integrated into the newly formed Army Research Institute for the Behavioral and Social Sciences, ensuring continuity of its mission. The organization is remembered as a critical bridge between World War II military psychology and the modern, science-based approach to human resource management.

Category:Research organizations in the United States Category:United States Army Category:Organizations established in 1949 Category:Organizations disestablished in 1971