Introduction
The 2010 defence review required the Royal Navy to reduce its personnel numbers from 36,000 to approximately 31,000. After 3 waves of redundancies, the Royal Navy consisted of 30,310 trained personnel by April 14. It became evident that morale within the service was low as the majority of redundancies were taken voluntarily, less than 1,000 personnel lost their employment unwillingly. More than 4,000 serving members volunteered to leave the service which was largely presumed to be a result of undermanned warships and over worked sailors. While the Royal Navy was being forced to decommission warships, it seemed that reducing personnel numbers was logical. Unfortunately, the manpower cut was not proportionate to the reduction in ships and even before 2010 the Royal Navy was undermanned.
General Sir Nicholas Houghton, the chief of defence staff, stated that “The Royal Navy is perilously close to its critical mass in terms of manpower.” He also stressed that “The loss of trained and experienced people causes lasting damage to the service that is hard to remedy. As the core of long service sailors is reduced, the reputation, spirit and ethos of the service is eroded because there are simply fewer people to pass it on to the next generation”. (Ministry of Defence 2013)
As a result of the severe manpower shortfalls, in October 2014 Vice Admiral Sir Phillip Jones announced on the Royal Navy’s Two-Six channel that Frigate and Destroyer deployments on Atlantic Patrol Task and Operation Kipion were to be extended from 9 months instead of the current 6 months. The Vice Admiral stated that “There will be more leave periods before and after 9 month deployments and lower intensity periods with slightly reduced ships compliments carrying out training serving only in the UK or European waters” thus suggesting more time at home and with families.
From 2013-2017 The author was assigned to HMS Duncan, a Type 45 Destroyer in the role of a Leading Warfare Specialist. In March 2015 HMS Duncan was the first Royal Navy Destroyer tasked to undertake Operation Kipion as a 9 month deployment. As HMS Duncan was the first ship to undertake this kind of operation, ships company participated in various surveys, questionnaires and focus groups in order to provide feedback to fleet regarding the new deployment duration. Whilst deployed on board HMS Duncan, the author felt that the general consensus regarding the extended deployment period, particularly from junior ratings was predominantly negative and therefore intends to investigate and research further to determine the impact this had on morale and operational effectiveness.
Aim
To investigate and determine the impact on morale of changing the length of deployments from 6 to 9 months, on a psychological contract of naval personnel employed as junior ratings on board HMS Duncan.
Objectives
In order to facilitate the author’s achievement of the aim, the author has set the following objectives:
1. Undertake a literature review in order to develop the author’s knowledge and understanding of the psychological contract.
2. Develop a methodology to investigate the research topic and allow the author to ascertain the most effective research method.
3. Undertake primary research by means of anonymous survey to gain feedback from junior ratings onboard HMS Duncan.
4. Critically analyze research findings in order to make recommendations.
5. Synthesize research findings and literature in order to evaluate, interpret and draw conclusion.
6. Submit a report to the university prior to the issued deadline
