The US Navy administered 1,795,578 enzyme-linked immunosorbent assay (ELISA) tests to 848,632 active-duty Navy enlisted personnel during 1986 to 1989. This study identified 2438 human immunodeficiency virus (HIV)-seropositive active-duty enlisted Navy personnel, including 778 seroconverters. Three types of quarterly rates of HIV seropositivity and seroconversion were determined. All three rates declined. This decline could not be explained by changes in the population tested according to age, race, sex, occupation, or geographic location of home port.
The main aim of this study was to assess the mental health status of the Navy Special Forces and regular forces three and a half years after the end of combat operations in mid 2009, and compare it with the findings in 2009. This cross sectional study was carried out in the Sri Lanka Navy (SLN), three and a half years after the end of combat operations. Representative samples of SLN Special Forces and regular forces deployed in combat areas were selected using simple random sampling. Only personnel who had served continuously in combat areas during the one year period prior to the end of combat operations were included in the study. The sample consisted of 220 Special Forces and 275 regular forces personnel. Compared to regular forces a significantly higher number of Special Forces personnel had experienced potentially traumatic events. Compared to the period immediately after end of combat operations, in the Special Forces, prevalence of psychological distress and fatigue showed a marginal increase while hazardous drinking and multiple physical symptoms showed a marginal decrease. In the regular forces, the prevalence of psychological distress, fatigue and multiple somatic symptoms declined and prevalence of hazardous drinking increased from 16.5% to 25.7%. During the same period prevalence of smoking doubled in both Special Forces and regular forces. Prevalence of PTSD reduced from 1.9% in Special Forces to 0.9% and in the regular forces from 2.07% to 1.1%. Three and a half years after the end of combat operations mental health problems have declined among SLN regular forces while there was no significant change among Special Forces. Hazardous drinking among regular forces and smoking among both Special Forces and regular forces have increased.
This report summarizes the results of an analysis of whether individual augmentation (IA) deployment affects retention rates for Navy enlisted personnel and junior officers. The analysis compared retention rates between those personnel who have been deployed via IA to equivalent cohorts of Navy personnel who have not been on an IA deployment. Retention rates were compared in three different ways: aggregate comparisons, comparisons by individual demographic categories, and comparisons based on standard statistical modeling techniques (logistic regression), in order to simultaneously control for all the demographic and other observable characteristics. Overall, the analysis found little evidence that IA deployment is hurting retention rates among those who have experienced one or more IA deployments. In fact, in almost all of the comparisons, the retention rates of those who have had one or more IA deployments were higher than the retention rates of their Navy colleagues who have only been on conventional Navy deployments. The only categories where lower retention rates were definitively identified were for E-3s and E-4s, though the decrease in retention rates was only about one percent.
This thesis addresses the effects of deployment characteristics and demographic data on propensity rates for developing Post-traumatic stress disorder. The results will serve to identify the current trends of PTSD among sailors based on quantitative analysis of medical data provided by AMSA and DMDC. It will also inform the Department of Defense on the potential policy implications involved in this study. The medical data analyzed will be provided and released from the Army Medical Surveillance Activity (AMSA) and DMDC will be combined by AMSA to obtain demographics, pre and post deployment health assessment, deployment areas, and years of deployment. Participants include all Navy personnel who responded to the Post deployment health assessment (DD Form 2796) any time from January 1999 to September 2007. Factors having positive impacts on the propensity to develop PTSD include deployment characteristics like hostile deployments, deployment duration lengths and repeated deployments for enlisted sailors. Officers were not affected by deployment lengths or repeated deployments. Demographic factors that were significant included gender in both data sets and race for enlisted sailors. For rank among the enlisted sailors the more senior in rank decreased the probability of developing PTSD.
Approved for public release; distribution is unlimited; This study examines the potential application of smart cards in personnel resource management in the Colombian Navy. It reviews the organizational and procedural efficiency of the personnel management system and suggests ways in which smart cards might improve its efficiency. Smart card capabilities in improving the personnel management are described. Recommendations are offered for the implementation of a demonstration prototype. A plan for implementing a smart card system throughout the Colombian Navy is suggested.
MBA Professional Report; This research was conducted to examine the balance of workload and manning in the F/A-18C community. Data shows that current application of the Navy Standard at - sea workweek results in squadrons being overworked ashore during return and post-deployment months. This increase in workload is exacerbated by the fact that the Navy Standard at - sea Workweek does not include leave. If all squadron maintenance personnel take their earned leave 3,930 days of labor predicted in the workweek must be performed by personnel not on leave. Data shows that squadron workload is not constant across the deployment cycle. Historical aircraft utilization rates suggest that projected utilization rates in the F/A-18C ROC/POE are accurate for their intended purpose. This should not, however, eliminate the use of historical aircraft utilization data in the manpower process. Squadrons could be more accurately manned at sea by using a percentage of projected aircraft utilization rates. Current alignment of workload and manning results in paying a premium for personnel deployed who do not support workload. Establishment of an operational tempo department to more accurately align workload and manning through funding of requirements is one possible solution to balancing workload and manning while supporting Navy personnel policies and initiatives.
Approved for public release; distribution unlimited.; This thesis studies differences between Navy personnel whose parents had had military service, referred to as juniors and those whose parents did not serve in the military, nonjuniors. Among Navy personnel surveyed in the 1978 DOD Survey, juniors entered the service earlier than nonjuniors, but exhibited few differences from nonjuniors in attitudes toward the military and in career and reenlistment intentions. Juniors of career personnel entered the Navy in proportions up to four times their estimated proportions in the national population, indicating the existence of strong intergenerational occupational inheritance in the Navy. (Author)
Approved for public release, distribution is unlimited; This thesis investigates the possible impact of on-site child development centers on the productivity, morale, and retention of Naval officers and enlisted personnel. A written survey was conducted of active-duty Navy personnel with dependents under age 13, assigned to eight Navy shore installations, four of which offer child care and four of which do not. Approximately 39 percent of the respondents reported experiencing child care- related work interference, regardless of marital status or command type. Personnel at commands without on-site child care reported higher rates of several types of work interference. Of the 30 percent of respondents who reported that their child care experiences had influenced their decision to remain in the Navy, by a ratio of 2 to 1, they were more likely to leave than to remain on active-duty. However, statistical analyses conducted while controlling for other factors suggest that on-site centers do not significantly increase or decrease the probability of either work interference or career influence.
This research and development was conducted under a work order with the Naval
Postgraduate School within project Z1178-PN.03 (Retention of Career Personnel in
Critical Ratings). The objective of this effort was to develop an index to measure the
severity of personnel loss by rating for each selective reenlistment bonus zone. The index
development was part of a project to develop and evaluate retention incentive packages.
The Department of Defense (DoD) has repeatedly been accused of needlessly holding large inventories. In comparison, the commercial sector has drastically cut its inventories over the last twenty years through such practices as Just-In-Time (JIT) and cycle time compression. Some defense analysts have suggested that training in commercial logistics would change the culture of DoD inventory management and promote similar efficiencies. This thesis examines that idea in the context of inventory management of secondary items in the Navy. It describes Navy inventory structure and it examines the causes of excess inventory. It then discusses current training for Navy and DLA item managers and active duty Navy personnel, and how that training is applied at inventory control points and in the fleet. The thesis then looks at commercial practices and the factors necessary for their implementation. It concludes that training in commercial logistics practices would not improve Navy inventory management for several reasons. First, the causes of excess inventory are unrelated to training. Second, the factors necessary to implement commercial logistics practices are not present in the Navy. Finally, training is not a principal agent in cultural change since it is better suited to conforming personnel to an existing culture. The author recommends increased emphasis on Joint Total Asset Visibility as a foundation for improved DoD inventory management.
This thesis is a descriptive organization analysis of N13, the Military (Navy) Personnel Plans and Policy Division. The purpose of the study was to describe the strategy, structure, processes, tasks, people, and culture of Nl3 using three models: the Systems model; the Configuration model, and, the Mintzberg model. Based on model comparisons, document reviews, semi-structured interviews and questionnaire responses of N13 leaders and managers, conclusions indicate that N13 is severely stressed due to personnel reductions and a partial relocation of BUPERS to Millington, Tennessee. N13 is struggling to cope with fast-changing 199Os problems using a post Cold War, Political-Reactive configuration. Recommendations are offered to assist leaders and managers in making systematic change to improve the efficiency and effectiveness of N13 as well as the manpower and personnel system. Specific recommendations include; realignment to a team-based community approach vice the current fragmented and duplicative approach; divestiture of non-core areas; and creation of a realistic training program tailored to rapidly enhance individual knowledge and skill sets.
Approved for public release, distribution unlimited; A recent survey of the Navy personnel research community is subjected to a comparative analysis of the various program elements in the research program in support of General Operational Requirement 43, personnel logistics, for military significance and investment risk. The qualitative appraisals of the individuals polled are quantified, using the Ford procedure, and the resultant data are analyzed, using a multiple regression model, to determine how much agreement/disagreement there is in the community, where any difference might be, and from which program elements the differences stem. The results should provide assistance for the decision-maker in determining the right project areas for the Navy Personnel Research Program to be maximally effective.
Approved for public release, distribution is unlimited; The enlisted personnel assignment process is a major part in the United States Navy's Personnel Distribution system. It ensures warfighters and supporting activities receive the right sailor with the right training to the right billet at the right time (R4) and is a critical element in meeting the challenges of Seapower 21 and Global CONOPS. In order to attain these optimal goals the ways-to-do-it need to be customer-centered and should optimize both, the Navy's needs and the sailor's interests. Recent studies and a detailing pilot in 2002 used a web-based marketplace with two-sided matching mechanisms to accomplish this vision. This research examines the introduction of an Assignment Incentive Pay (AIP) as part of the U.S. Navy's enlisted personnel assignment process in a simulation environment. It uses a previously developed simulation tool, including the Deferred Acceptance (DA) and the Linear Programming (LP) matching algorithm to simulate the assignment process. The results of the sensitivity analysis suggested that the Navy should mainly emphasize sailor quality rather than saving AIP funds in order to maximize utility and the possible matches. When adopting such an introduction policy also the percentage of unstable matches under the LP as the matching algorithm was reduced.; Commander...
National attention has been focused on the criminal offenses of Navy members while on active duty. This is due to recent incidents such as the rape of a young woman in Okinawa and the discovery of a military drug ring in Europe. Little is known about the characteristics of individuals who engage in criminal activity while on active duty or the effects of a member's criminal acts on his or her retention in the naval service. This thesis seeks to gain information on the characteristics of in-service offenders and to assist in designing improved enlistment standards and/or improved retention criteria. The Navy Enlisted Cohort file was merged with a Navy Criminal Investigations Service (NCIS) data file of enlisted personnel with serious in-service criminal investigations. The merged files were used to compare two groups of enlisted personnel: persons with serious in-service criminal investigations and the population of enlisted personnel without serious in-service criminal records. The study found: (1) offenders are considerably more likely to be discharged for failure to meet minimum behavioral performance criteria than for the offenses they commit; and (2) current enlistment screening methods are not effective in identifying future in-service offenders. The study recommends that a consolidated database be developed to incorporate all information on in-service criminal activity. The database should include cases of Command Court Martial...
Approved for public release, distribution unlimited; This thesis examines marriage and divorce rates for Navy personnel and compares those rates with all military personnel and with the general U.S. population. In addition, it: provides a qualitative evaluation of counseling support services available to Navy people involved in divorce. Specifically, the thesis provides two important pieces of information: the relative frequency of marriage and divorce among Navy people, and a look at the effectiveness of the Navy's primary weapon to fight family dysfunction, the Family Service Center. Results indicate that Navy and military marriage rates are generally lower than overall civilian marriage rates, but two to three times higher among seventeen-to-twenty-year-olds; the divorce rates are lower for military men, but much higher for military women; and that the Family Service Center, while it is an effective method of addressing marital stress and family dysfunction in the Navy, can be improved.; Lieutenant, United States Navy; Lieutenant Commander, United States Navy
This report documents the MINIFAST model of the Navy's enlisted personnel system. The assumptions made and formulas used in computations are presented in detail, along with a general view of the modelling approach. The model, beginning with the selection of a subject rating, calculates an estimate of the yearly gains and losses of personnel, the promotions within, and the new recruits to the rating. A policy affecting the personnel system can be quickly evaluated for its effect on overages and shortages of personnel, its effect on the advancement system, and the need for new personnel, for multiple years in the future. Thus MINIFAST is an interactive planning model for rapid policy evaluation; Naval
Personnel Research and Development Center, San Diego, California,
the Bureau of Navy Personnel, Washington, D.C.; and the Office of Naval Research through a grant to the University of California, Berkeley, California; http://archive.org/details/minifastinteract00butt; N6822176WR60086; NA
Approved for public release; distribution unlimited; Unit "retention profiles" were developed using
Navy Human Resource Management Survey responses for
both high and lew retention units. Although the
"profiles" were found to be identical for both high
and lew retention units, comparative analysis of
Survey responses was found of value in assisting unit
Commanding Officers in developing retention management
The data utilized consisted of 28,913 respondents
of the Navy Human Resource Management Survey during
the second guarter of fiscal year 1978. The
individual's stated career intent was regressed on the
survey dimensions, indices, and guestions to further
understand the dynamics of the retention decision.
Unit "retention profiles" were developed as a result
of stepwise discriminant analysis on the survey
guestions for both high and low retention units.
A detailed bibliography of employee job turnover
is included as an aid to future researchers.; http://archive.org/details/evaluationofeffe00almo; Lieutenant, United States Navy; Lieutenant, United States Navy
This thesis examines factors that influence the retention desires of spouses of US Navy junior enlisted personnel. Data were obtained from the 1999 Survey of Spouses of Active Duty Personnel on spouses who resided with the military member, whose significant other was in paygrades E1 to E4, and had between 9 months and 4 years of active duty service. Logistic regression is utilized to measure the influence of various demographic, military, and attitudinal variables on spouse's desire that the significant other stay on active duty. Significant positive influences include: spouse a member of a race/ethnic group other than White, Hispanic, or Black; service member an E4 rather than E-1 to E-3; and spouse perceives own education opportunities and healthcare benefits better in military life than in civilian world. Significant negative influences include: spouse is male; service member on sea duty; and number of PCS moves. Further research is recommended to identify policy changes that would influence spouses to more strongly desire that their significant other remain on active duty.
Approved for public release, distribution is unlimited; Past studies show that significant positive results can be reaped if a 2-sided matching algorithm is used in the Navy enlisted distribution process. This includes ensuring that commands get the quality of sailors that they demand while satisfying sailors' preferences of their next billet, and thereby improving their motivation and propensity to reenlist. Past studies have also examined the current process in the Navy and detailed its shortcomings. Other research has also detailed the possible uses of optimization technology, smart agent technology, employee-to-job matching algorithms, incentive driven assignments and other technologies to improve on employee-job assignments in large hierarchical internal labor markets, like those found in the military. It is also noted that there are constraints within the military that can pose challenges to the direct application of these technologies to improve the process. These constraints can be structural, behavioral, political, and cultural. To improve the current process, both the available technologies and constraints need to be reexamined holistically and the technologies and current personnel policies modified to meet these needs. This study looks at these issues and proposes an alternative design of the Navy enlisted distribution process that will yield quantum gains for the Navy and its sailors. It details the key operational and user specifications required of a prototype Navy enlisted distribution decision support system.; Major...
An extensive skin testing program is part of the United States Naval Medical Command's infectious disease control effort. From 1980 to 1986, 2,306,533 skin tests, using five TU PPD, were performed on active-duty Navy and Marine Corps personnel, 0.97 percent of which were positive. A downward trend in positive tests was found with a high of 1.43 percent in 1980 and a low of 0.80 percent in 1983. Since 1984, the percentage of positive tests has remained the same or increased. Shore-based medical facilities around the world reported 1,491,646 skin tests with 1.07 percent positive; Navy ships reported 814,887 skin tests with 0.78 percent positive. PPD-positivity for ships in the Pacific area was higher (0.98 percent) than for ships in the Atlantic (0.62 percent). During this same period, the percentage of positive tests in Navy and Marine Corps recruits ranged from a high of 1.82 percent in 1981 to a low of 1.23 percent in 1986. Since 1984, the percentage of positive tests has remained relatively stable in recruits. The frequency of positive PPD tests found in this study is lower than the percentage positive (1.59 percent) found in active-duty Navy personnel in 1969 and the percentage positive (5.2 percent) found in a study of Navy and Marine Corps recruits between 1958 and 1969.