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IMPACT OF CHANGING DEPLOYMENTS 1
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THE IMPACT OF CHANGING DEPLOYMENTS FROM 6 TO 9 MONTHS BASED ON A
PSYCHOLOGICAL CONTRACT
[Student]
[Institution]
[Year]
A research paper was written and submitted as a requirement for the award of a [name of the
degree] at the [name of the university]

IMPACT OF CHANGING DEPLOYMENTS i
Declaration
IMPACT OF CHANGING DEPLOYMENTS ii
Abstract
The currents study investigates and determines the impact on the 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. The literature review identified several impacts that
deployment extension has on the officers which include high divorce rate, low marital
satisfaction, poor mental health, and negative influence on a personal relationship, depression,
lowered productivity and morale. The study applied a quantitative cross-sectional survey
research strategy to gather quantitative data collected using a self-administered questionnaire and
analysed using descriptive techniques. The primary data were gathered among the HMS Duncan
naval officers on board the maiden deployment. The result of the study established that nine-
month deployment is too long, the extension of the HMS Duncan's operation deployment length
from six to nine months had a negative impact on naval officers' morale, the negative impact of
extending the warship operation on a personal relationship, loss of interest, motivation and
concentration in the workplace, and lastly willing to volunteer when Royal Navy deployment is
reverted to six months.
Keywords: naval officers, military personnel, warship, soldiers, deployment extension

IMPACT OF CHANGING DEPLOYMENTS iii
Table of Contents
Declaration............................................................................................................................i
Abstract................................................................................................................................ii
List of Tables..................................................................................................................vi
List of Figures................................................................................................................vii
CHAPTER 1: INTRODUCTION........................................................................................1
1.1 Background Information............................................................................................1
1.2 Research Problem......................................................................................................2
1.3 Significance of the study...........................................................................................3
1.4 Research Aim.............................................................................................................4
1.5 Research Objectives...................................................................................................4
1.6 Structure of the Dissertation......................................................................................4
CHAPTER 2: Literature Review.........................................................................................7
2.1 Theoretical Background.............................................................................................7
2.1.1 Psychological Contract and Its Links to Motivation and Morale in The
Workplace................................................................................................................................8
2.2 Empirical Evidence....................................................................................................9
2.2.1 The concept of the psychological contract.......................................................13
2.3 Literature Gap..........................................................................................................14
2.4 Conceptual Framework............................................................................................15

IMPACT OF CHANGING DEPLOYMENTS iv
2.5 Chapter Summary....................................................................................................17
CHAPTER 3: Methodology..............................................................................................19
3.1 Introduction..............................................................................................................19
3.2 Research Philosophy................................................................................................19
3.3 Research Approach..................................................................................................20
3.4 Research Design and Instrument.............................................................................20
3.5 Quantitative Research Method................................................................................21
3.6 Target Population and Sampling.............................................................................22
3.7 Descriptive Analysis................................................................................................23
3.8 Research Reliability and Validity............................................................................23
3.8.1 Research Reliability..........................................................................................23
3.8.2 Research Validity..............................................................................................24
3.9 Ethical Consideration...............................................................................................24
CHAPTER 4: Analysis and Results..................................................................................26
4.1 Empirical Analysis...................................................................................................26
4.1.1 9 Months Deployment Too Long.....................................................................26
4.1.2 Negative Impact on Morale..............................................................................28
4.1.3 Negative Impact on Personal Relationship.......................................................30
4.1.4 Loss of Interest, Motivations and Concentration in the Work Place................33
4.1.5 Willing to Volunteer If 6 Months Deployment................................................35

IMPACT OF CHANGING DEPLOYMENTS v
4.2 Chapter Conclusion.................................................................................................37
CHAPTER 5: Discussion of Results.................................................................................39
5.1 Chapter Introduction................................................................................................39
5.2 Nine-Month Deployment of Naval Officers on Board Warship.............................39
5.3 Extension of HMS Duncan’s Operational Extension Negative Impact on Morale. 40
5.4 The Negative Impact when Extending Deployment on Personal Personnel
Relationship...............................................................................................................................41
5.5 Loss of Interest, Motivation and Concentration......................................................43
5.6 Reverting Royal Navy Deployment to Six Months.................................................44
5.7 Chapter Conclusion.................................................................................................45
CHAPTER 6: CONCLUSION AND RECOMMENDATIONS.......................................46
6.1 Research conclusion................................................................................................46
6.2 Research limitation..................................................................................................47
6.3 Research recommendation.......................................................................................48
6.3.1 Recommendations for practical Implications...................................................48
6.3.2 Recommendation for future research implications...........................................48
6.3.3 Reflecting on Learning.....................................................................................49
References..........................................................................................................................51
APPENDICES...................................................................................................................59
Appendix A: Questionnaire...........................................................................................59
IMPACT OF CHANGING DEPLOYMENTS vi
Appendix B: Ethical Issues............................................................................................61

IMPACT OF CHANGING DEPLOYMENTS vii
List of Tables
Table 4—1: 9 Months Deployment Too Long..................................................................18
Table 4—2: Negative Impact on Personal Morale............................................................19
Table 4—3: Negative Impact on Relationship..................................................................21
Table 4—4: Loss of interest, motivation and concentration in the workplace..................23
Table 4—6: Willing to Volunteer......................................................................................24

IMPACT OF CHANGING DEPLOYMENTS viii
List of Figures
Figure 1—1: Dissertation structure.....................................................................................4
Figure 2—1: Conceptual Framework................................................................................11
Figure 4—1: 9 Month’s Deployment Too Long................................................................19
Figure 4—2: Negative Impact on Morale..........................................................................20
Figure 4—3: Negative Impact on Relationship.................................................................22
Figure 4—4: Loss of Interest, Motivation and Concentration...........................................23
Figure 4—5: Willing to Volunteer....................................................................................25
Figure 6—1: Reflective model..........................................................................................34

CHAPTER 1: INTRODUCTION
1.1 Background Information
Royal Navy is the United Kingdom’s (UK) naval warfare service whose origin can be
traced back to the early 16th century and is considered one of the oldest UK’s armed services.
The navy has been in existence for an extended period, during which it serves different purposes.
During World War II, the navy significantly reduced in capacity but was still the world's largest
service (Harvey, 2019). The service purpose has shifted over the years, depending on the
different missions and events that happen. Royal Navy controls a fleet of several modern
warships, submarines, and aircraft. Recently the UK defence budget has declined, leading to
reduced personnel (Nicholson & McLoughlin, 2019). The deployment of naval officers has
psychological influence where the negative consequences lead to contract termination and low
morale (Stanway et al., 2020). Thus, the investigation was designed to empirically look into the
impact of extending deployment from 6 months to 9 months based on a psychological contract
among the Royal Naval Officers on board HMS Duncan.
In the year 2010, the defence review proposed reducing the number of officers serving in
the Royal Navy from 36,000 to around 31,100 (Harvey, 2019). After conducting the removal on
three different occasions, the number of officers reduced to 30,310, where most of the officers
voluntarily terminated the contract with the service (Frappell-Cooke & McCauley, 2018). The
high number of officers' decision to leave the navy voluntarily indicated that the service's morale
was low. The psychological contract is significant factors that influence employee performance
and expectations (Kim et al., 2017). Royal Navy officers experience different challenges and
expect the senior officers to consider their perception when making decisions on their behalf
(Nicholson & McLoughlin, 2019).

1.2 Research Problem
The problem relates to the potential low morale amongst the warship naval officers
occasioned by the reduction of personnel numbers and deployment changes (Stanway et al.,
2020). For an extended period, Royal Naval officers' deployment impacts one's morale in several
ways, which has not been established in past studies. The termination of the contract among the
warship naval officers repeatedly has raised concern on the impact of deployment over a long
period (Soares & Mosquera, 2019). Naval officer’s signs contracts that entail conditions and the
period in which each mission takes, and they have to ensure that the missions are complete. The
missions are characterised by different expectations and personal sacrifices that have not been
determined through the existing studies (Stanway et al., 2020). Establishing the impact of
deployment extension among the naval officers has been a problem that requires further studies.
Another problem within the Royal Navy base is the psychological contract that influences
the officers on their daily operations when the deployment period has been extended. Past studies
have not collected enough information about the psychological contract that affect naval officers
to act in a particular manner. According to Suazo et al. (2008), an individual is described as
dependent on the employer's action's judgment. The psychological contract determines the naval
officer's attitudes and behaviour towards a mission or after completing the mission (Rousseau et
al., 2018). Another problem that exists in determining if the nine-month board of warship is too
long for the sailors. According to the naval officers, past studies have failed to determine if HMS
Duncan's nine-month deployment is long or short (Soares & Mosquera, 2019).
1.3 Significance of the study
The study is significant because it will establish deep insight into the impact on naval
officers' morale when operational deployment period has been extended. Deployment extension
for naval warship operations influences the junior officers motivating factors that the study will
help highlight (Nicholson & McLoughlin, 2019). The senior officers and government officials
will get relevant information on the effects of deployment extension over the officers, which can
help develop better policies for the defence department. The information is also useful as it will
provide helpful academic information on the naval officer’s morale when deployment is
extended for a very long time (Frappell-Cooke & McCauley, 2018).
The study is vital because it will help describe the various psychological contracts that
most Naval officers expect when deployed for a mission that will last for an extended period.
Psychological contract influences the mission and ship's operational effectiveness, which means
the result generated can improve the operation output. The senior officers and fleet managers
will benefit from the study as it will provide them with an overview of what the employees
expect in return when deployed for a mission that takes time (Nicholson & McLoughlin, 2019).
Furthermore, the study is useful as it will help the senior officers have deep insight into the
junior officers' needs and requirements that naval board ships with an extended mission. The
number of officers leaving the Royal Naval Warships is high because of factors that have not
been established. This investigation will provide the evidence for high contract termination that
will be used effectively to curb the mass exodus (Soares & Mosquera, 2019).
1.4 Research Aim
To investigate and determine the impact of changing the length of deployments from 6 to
9 months on the morale and psychological contracts of naval personnel employed as junior
ratings on board HMS Duncan.

1.5 Research Objectives
1. To investigate whether extending HMS Duncan’s operational deployment length from 6
to 9 Months had an impact on the morale of naval personnel.
2. To investigate whether the new 9-month deployment in an operational environment
onboard a warship is too long for the naval personnel.
3. To investigate whether naval personnel start losing interest, motivation and concentration
in the workplace after six months on HMS Duncan's maiden deployment.
4. To investigate whether extending HMS Duncan’s operational deployment length from 6
to 9 Months had an impact on the relationships of naval personnel.
1.6 Structure of the Dissertation
The dissertation is divided into six sections; the first chapter introduces the investigation,
which has been presented in the sections above; it provided the study's comprehensive
background, the existing problem, and the need for the investigation. The subsequent one
reviewed current information on the impact of changing deployment based on the psychological
contract among the naval officers to establish the existing empirical evidence about the
phenomenon being investigated. In the third chapter, the research provided a detailed outline of
the methodology applied, which comprised data, research approach, the population researched,
and tools or techniques for data analysis, among other useful areas. Chapter four is where the
results of the analysis conducted are then presented and interpreted. The result is then discussed
in chapter five, comprehensively. Lastly, the researcher presented the study's conclusions in the
sixth chapter, and references and appendices are provided in the remaining sections.
Figure 1—1: Dissertation structure
Source: Authors illustration

CHAPTER 2: Literature Review
2.1 Theoretical Background
Human beings are prone to react and adapt to the changing environmental induced factors
and the aspect initiated personally, which is evident among the military personnel. The reciprocal
process of adaptation is vital because it enhances the capability and the environment one works
in, or it may lead to a lack of commitment (Rousseau et al., 2018). In the military, the flexible
contract has a significant influence on the officers' performance and commitment. The military
officers’ attitude and behaviour are affected by the deployment and terms of the missions. The
working system and the military personnel are regarded as one unitary system that functions
collectively to complete a specific mission. As argued by Kim et al. (2017), understanding
military personnel's desire is a significant aspect that the navy should strive to establish.
Individuals have attributed needs and values that they hold and are unwilling to give up because
of their career influencing the decision making and commitment. Intention to leave is reduced if
the alignment, commitment and expectation increase.
The soldiers' family members also undergo stress during military deployment as they
focus on living without the servicemen. The couples assume the role of single parenting,
financial difficulties, child care problems, children behaviours and emotional difficulty and
facing hurdles when accessing the military service (Borelli et al., 2019). The adults left behind
are always experiencing loneliness, anger and depression. Zuj et al. (2017) stated that the reunion
is accompanied by considerable strain for families as the soldiers adjust into the family life.
According to Olson et al. (2018), anger, marital estrangement, regretting, and behavioural
problems are high among the children during the reunion. Family members try to adjust to the
new system by integrating the soldier back into daily life by redefining the roles and
responsibilities that were in place during the deployment. As argued by Frappell-Cooke and
McCauley (2018), some family members may not be ready for the adjustment, which makes
them adjust with the emotional strain and anxiety. The families are also prone to manifesting
emotional stress physically.
Deployment of military personnel is characterised by separation and reunion constantly
that soldiers and their family members have to endure. Separation is one of the significant
stressors that pose a threat to family adaptation, mostly when the soldier is posted to a war zone
(Nelson et al., 2016). Separation tends to negatively influence the children as they fear the
possibility of permanent loss of the soldier to family. The cycle of deployment has an emotional
impact on both the family and soldiers, regular reunion and separation between the soldier and
family members affect their daily lives. The Emotional Cycle of Deployment (ECOD) was a
model developed by Logan in the Year 1987, and the aspect focused on separation and reunion
stages. Gewirtz et al. (2016) mentioned that having deep insight into the emotional experience
that families undergo is vital in helping them handle the situations successfully. Both genders
undergo similar emotional cycle, according to Eekhout et al. (2016), but no empirical evidence is
available to back up the claims. As argued by Whiteman et al. (2020), professionals can apply
the ECOD to predict and prevent problems that arise concerning military deployment.
2.1.1 Psychological Contract and Its Links to Motivation and Morale in The
Workplace
The literature surrounding the psychological contract is both vast and well-articulated by
authors and academics alike. To examine any given topic, the author must comprehend "The
literature surrounding the psychological contract is both vast and well-articulated by authors and
academics alike. As stated by Hart (2005, p27), authors must comprehend the significance of
work completed in a particular field to examine any specified topic thus in this review; the author
will seek out a comprehensive understanding of the contemporary works and concepts while
probing for validation and contradiction from other sources. Typically, the psychological
contract concept has a gradually applicable workplace relations aspect and more comprehensive
human conduct, making it open to extensive elucidations and theoretic studies.
According to Lessner and Akdere (2008), most of the published literature on this subject
emphasises the development of the employer-employee psychological contract and its influence
on occupations, occupation management, and operative achievement. Lessner and Akdere found
that the varying psychological contract usually affects workforces from all occupational fields in
the world. Also, they proposed that employees who adopt accountability in managing their
occupations and acclimate their skills to the dynamic career environment are more prospective to
experience triumph than those who do not.
2.2 Empirical Evidence
According to a study by Olson et al. (2018), military deployment influences divorce by
increasing the number of cases among the partner. During deployment, the soldiers are posted in
different areas that are far from the families with, and the missions have to be accomplished for
them to return to their families. A similar outcome was found by Bonde et al. (2016), where the
high number of divorces among the military families are connected to the deployment over an
extended period. However, Flittner O'Grad et al. (2018) disagreed with the above findings and
stated that time spent in deployment decreased the chances of divorce among the military
families indicating that the military couples are patient. The study further stated that the benefits
that deployed servicemen receive act as compensation for the extended mission. The
investigation by Zuj et al. (2017) had a limited time frame as it only considered the individuals
that joined the service between 2002 and 2005 and were already married then deployed. The
short period could not determine the deployment effects on the divorce. Therefore, more studies
should be conducted to determine the actual effects of divorce's deployment extension.
Author Borelli et al. (2019) Illustrated that not military personnel deployment is
associated with lower marital satisfaction over a long period. Bonde et al. (2016) agreed with
Author Eekhout et al. (2016) and added that soldiers' deployment over an extended period leads
to lower marital satisfaction. Soldiers are deployed for a specific mission that may take several
months or sometimes years before reuniting with their families. The long period affects the
marriages as the other partner may find another companion, due to low marital satisfaction. In
another study, Nicholson and McLoughlin (2019) showed that military deployment's extension
affects the marriage status by reducing marital satisfaction due to the other partner's absence.
Most of the time, military couples take months to meet, putting pressure on the partner on how to
handle the various family issues that arise. The couples may fail to meet each other's
expectations affecting their relationship, especially if the communication between the two is not
frequent and reliable.
In another study, Nelson et al. (2016) demonstrated how military personnel's deployment
affects the families in various ways. According to Whiteman et al. (2020), deployment of the
soldiers affects the family roles and mental health. Gewirtz et al. (2016) also established a
similar result by presenting a relationship between the soldiers' deployment and the influence on
family member's mental health and roles. During the deployment, only one parent remains at
home to attend the various roles and take care of the children. Some roles are only reserved for
the soldiers, and hence the couple has to adjust accordingly. The mental health of family
members is generally affected by the deployment as they cope with the parent's absence for a
long time (Logan 1987). In most cases, the children's mental health status is poor due to the
missing parent. The health status of family members is negatively affected furthermore if the
soldier is posted in a war zone (Flittner O'Grad et al., 2018).
Some researchers, including Zuj et al. (2017) and Borelli et al. (2019), have identified
deployment to influence military couples and families' relationship. Staying away for an
extended period may influence the emotional status of the family members. Another study
conducted by Nelson et al. (2016) also indicated that military personnel's deployment affects
their relationship with loved ones. When soldiers are posted for a specific mission, it takes time
to reunite with the family members, which consequently contributes to the unpopular
relationship. Effective communication should be established between the soldier and family
members to maintain close contact, which builds the relationship. Deployment is characterised
by commitment and sacrifice of both the military couples and families and lack of proper
communication strategy affects the relationship status (Bonde et al., 2016). Deployed soldiers
should prepare the family members to possible communication breakdown when on a mission.
Informing the family members is essential to prepare them for future psychologically.
A study conducted by Frappell-Cooke et al. (2018) identified depression to be high
among the military service members than in civilians. Depression in the military has been
reported as being high due to the pressure and commitment that services member experiences
when conducting an operation. Another investigation by Olson et al. (2018) about the
deployment impact on the military families indicated that depression is one of the significant
factors. Depression from a military perspective arises from several ways, such as the
psychological impact of the mission. The depression is also associated with combat during the
mission that can lead to traumatic brain injuries. The injuries can lead to concussions that
damage the brain and lead to depressive symptoms (Whiteman et al., 2020). The spouses are also
at risk of depression as they continuously feel sad, which affects their mood and behaviours.
Depression among the military service can be reduced if the proper medication is provided, and
the support system is put in place to help the officers undergo proper reunification programme.
Depression during the mission are also high and can be managed by involving qualified
professionals and encouraging the officers to mention when they are depressed.
According to Gewirtz et al. (2018) deployed military environment affects the normal
healthy person to be on a stressful status. Deployment is characterised by combat and other
conditions that stress the service members. The deployment events trigger stress, and the
conditions have been linked to an increase in a negative result. The investigation conducted by
Logan (1987) on the military officers' deployment impact also indicated a similar result about the
mission's extension, making the military service members stressed. When dealing with the stress
that arises as a consequence of deployment, the individual difference also plays a significant part
in how the servicemen handle different scenarios. The military should support the officers in
handling different stress-related issues by implementing the training programmes that
psychologically prepare them (Bonde et al., 2016). The individual difference that contributes to
how military officers handle the stress requires further studies to develop good empirical
evidence to manage the stress (Eekhout et al., 2016).
A study by Gewirtz et al. (2016), on military officers undergoing combat medic training,
indicated that at the beginning and the end of training three months later, it established that
mental health is rampant among the trainees. The health outcomes and needs among the officer's
changes over time which relies on personal characteristics and the events that follow post-
deployment. Research conducted by Nelson et al. (2016) on the mental health of military
officers’ deployment indicated the missions negatively affect their cognitive ability. The study's
review indicated the high prevalence of post-traumatic stress disorder (PTSD) plus other
common mental health disorders. A study by Whiteman et al. (2020) conducted on the Australian
veterans of era two also established a high number of negative health outcomes such as mental
health. The navy has reduced the workforce every year, which have negatively affected the
military officer's well-being, effectiveness and efficiency because of stress-related issues.
Research conducted by Gewirtz et al. (2018) also identified the survivor syndrome as a
significant influence on the military officer’s commitment and focused on achieving the mission
objective. Military downsizing is conducted, but no the remaining officers are not considered,
which leads to survivors showing negative attitude, improper behaviours, reduced productivity
and low morale. Survivor syndrome is a negative perception that survivors of downsizing
experience. According to Nelson et al. (2016), the symptoms of survivor syndrome are anger,
sadness, fear, uncertainty, depression, guilt, mistrust. The military should manage the survivor
syndrome through encouragement, motivation, proper communication strategy and solving
survivors’ concerns (Flittner O'Grad et al., 2018). Military planners, especially the naval
decision-makers, should consider the motive for downsizing because it leads to a more extended
period spent at sea with increased work overload. This inappropriate working environment leads
to high-stress level and poor job satisfaction among the personnel. The naval officers are also
compounded with stress from working and living in ships which contribute to stress (Eekhout et
al., 2016).
2.2.1 The concept of the psychological contract
Conway & Briner (2009) describes psychological contracting as an exchange relationship
amongst a worker and his or her employer where each "party exchanges something they can
provide for something the other party can provide". Some of the worker contributions to the
employer in the psychological contract include; making an adequate effort, presenting practical
skills and knowledge, emphasising on quality and being available. In contrast, some of the
employer or organisation contributions include; occupation preferment, training and drills,
salaries, respect and feedback. According to Pajarre (2012), psychological contract influences
various essential areas including job gratification, administrative obligation, work performance
and a worker's intents concerning resignation. Additionally, Business Balls (2010) states that the
Psychological contract entails the actual but unrecorded worker's expectations towards the
employer. In a rudimentary sense, psychological contract concept signifies the commitments,
privileges and rewards that an employee believes the employer owes in return for his or her
effort and allegiance.
Attempts to understand the employment relationship as an "exchange" or "contract" has a
long history. For instance, in 1989, scholar Denise Rousseau established the concept of a
psychological contract to stipulate how organisations and workforces comprehend the
employment association. According to Rousseau (1989), the psychological agreement usually
signifies the shared opinions, perceptions and casual commitments between an employer and an
employee. Rousseau also states that this contract sets the changing aspects for the rapport and
outlines the completed work's thorough practicality. Although Rousseau's 1989 article is very
significant in guiding modern studies, the psychological contract concept was initially presented
by Argyris (1960) when the article stated that "a relationship may be hypothesised to develop
amongst the employees and the employers might be called the "psychological work contract".
2.3 Literature Gap
Despite the past studies focusing on the research phenomenon by previous authors, gaps
still exist that should be the focus of future researchers, for example, despite the evidence
provided for the impact of deployment among the military officers, majority of authors have not
indicated the effects it has on the naval officers (Whiteman et al. 2020). In essence, the majority
of previous investigations only concentrated their efforts and attention on establishing how the
military, especially army deployment impacts the soldiers' morale. Furthermore, past studies
have not investigated and established the extension of the deployment period from 6 to 9 months.
Another limitation identified in the documented empirical literature is that majority of the
research has investigated the military servicemen that have retired. There is a need for more
specific results to reinforce the evidence about the military officers currently on an active
mission (Gewirtz et al., 2018). Also, most studies have investigated the problem from the
perspective of a large group of servicemen and have not focused on a particular group as with the
case of HMS’s Duncan. In essence, most linked investigations have proposed a possible
connection between deployment and impact on the military officers and not the naval personnel.
2.4 Conceptual Framework
The outcome of the literature review established in the above section was applied in
developing a conceptual framework that arranged the ideas for completing the current study. In
essence, it was conceptualised that there is a link between the deployment of the military officers
and the level of personal morale, personal relationship, as well as interests and motivations,
which affects the psychological contract and commitment of military personnel. The reduction in
the number of naval officers influenced the psychological contract of the personnel, which
influenced their attitude and behaviour. Furthermore, the military operations and extended
deployment periods have personal influence on officers’ relationships and morale. In essence, the
deployment of the officers affects their psychological contract, which consequently leads to
personal morale and behaviours. The deployment extension lowers the morale of the military
officers and enhances negative behavioural features.

Figure 2—2: Conceptual Framework
Source: Authors Illustration
2.5 Chapter Summary
The chapter has provided the result of an extensive literature review that was done on the
topic. As presented above, the study focused on determining the impact on the 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. The morale has been established to
rely on several factors that rely on the features linked to military officers' deployment. The next
chapter details the methods of collecting data and analysis methods used to critically determine
the existing relationships and the one that influences significantly.

CHAPTER 3: Methodology
3.1 Introduction
In this chapter, the researcher discussed the methodology adopted to investigate and
determine the impact 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.
The chapter outlines specific methods and statistical techniques applied to complete the
empirical study. The various aspects of the methodology include research design, data, research
instrument and data analysis techniques, among others, all the preferred methods were justified.
3.2 Research Philosophy
Several research philosophies exist that are positivist, realist and interpretivist. Realist
philosophy was not appropriate for the study because it focuses more on the natural
phenomenon, which was not applicable for this study. Interpretivist theory entails focusing more
on the social world by relying on the researcher’s interest which was not the case for this study
(Neumayer & Plümper, 2017). The researcher adopted the positivist research philosophy for the
study as the phenomenon being investigated requires objectivity in data objectively. As stated by
Park and Park (2016), positivist philosophy suggests that only reliable information can be
collected by observation and measured objectively. Investigation and determine the impact of
changing the length of deployments from 6 to 9 months, on psychological contracts of naval
personnel on board HMS Duncan. The philosophy is applicable because the data gathered can be
observed and quantified, which can then be analysed by the statistical method. Philosophy was
appropriate as it allowed the researcher to conduct study independently and lower human
interference. Limitation of the positivist is how the source of information relies on the
experience. Several concepts such as time, cause and space do not rely on the experience.
3.3 Research Approach
The two main research approaches that exist are inductive and deductive, linked to
quantitative and qualitative data, respectively. The research approach adopted for this study was
inductive; it entails establishing patterns by observing and determining the relationship by
analysing the hypothesis to find out the impact on the morale when extending deployment length
from 6 to 9 months. An inductive approach was adopted in this investigation to describe the
meanings from the quantitative data gathered to link the deployment extension and morale
impact on the naval personnel on board HMS Duncan. Apuke (2017) also mentioned that the
approach allows the researcher to describe experience, similarities, patterns and the frequency
from the quantitative data to establish the result. The weakness of using inductive research
approach is the study scope limitation which consequently leads to inaccurate inference.
3.4 Research Design and Instrument
Several research designs exist which include; Case study, Experimental, Cross-sectional,
among others. The cross-sectional study design was adopted to establish the relationship impact
of changing the length of deployment from 6 to 9 months and the impact on the naval personnel's
morale on board HMS Duncan's for this investigation. The study focused on HMS Duncan's as a
case study for this particular research. The study design was appropriate because the researcher
could measure the result and the exposure among the study respondents at the same time. The
study design was relevant because the investigation takes place at a specified period which is
during the deployment period and lowers the manipulation of variables. Using a cross-sectional
was relevant because the time available for investigation was limited (Neumayer & Plümper,
2017).
Several research instruments exist, which are observation, focus group, interviews,
questionnaires, among others. The research instrument for this study was a questionnaire which
was distributed to the participants. The researcher targeted 13 participants as a sample size for
the study. Data gathered are quantitative, making the use of questionnaire appropriate for the
research (Sidel et al., 2018). The researcher designed the survey questionnaire content purposely
to meet the data needs for providing answers about the research objectives. The researcher
distributed questionnaires to the respondents physically and directly to the sampled naval officers
on board the HMS’s Duncan's. The researcher visited them at their work stations when
distributing the questionnaire. The current COVID-19 pandemic did not affect the study because
both the researcher and participants were tested regularly, and only healthy naval officers were
questioned. A copy of the questionnaire was drafted to use the close-ended questions on a Likert
scale format, and a copy is attached in Appendix A.
3.5 Quantitative Research Method
Three research methods exist; qualitative, quantitative and mixed research method. The
researcher applied a quantitative research method to address the objectives, which entails
collecting quantified data and conducting the analysis quantitatively. The quantitative research
method involves examining the patterns in a numerical format and applying the statistical
technique to analyse the data when addressing the research problem. As Boeren (2019) stated,
the quantitative method tries to describe a research phenomenon by using the numerical data
collected, which are analysed. According to Krosnick (2018), quantitative research explores the
numerical techniques to analyse the data related to the study's research objectives.
For the study of the impact on morale when changing the length of deployments from 6
to 9 months, the researcher used quantitative research method, purposely because of its ability to
fit the study phenomenon. In essence, the researcher only collected the quantitative data through
a self-administered questionnaire and analysis conducted through statistical techniques. As
explained by Samii (2016), the quantitative method is appropriate because the researcher can
adopt objectivity in measurement. For this investigation, the technique was relevant in
quantifying the attitudes, opinions and behaviours of naval officers on aboard HMS’s Duncan by
identifying the existing patterns.
3.6 Target Population and Sampling
The target population comprises the junior naval officers on board of HMS Duncan's
warship. The researcher targeted the naval officers that boarded the HMS Duncan's and were part
of the contingent when the deployment was extended from 6 to 9 months. The researcher
gathered data from various naval personnel working in different work stations within the ship.
Naval officers comprise individuals of different ages, gender, backgrounds and ranks, making
the target suitable. HMS Duncan was used as a case study for this particular investigation, all the
naval officers on board the warship and is part of the group that served the first six months and
was part of three months’ operation extension.
Sampling techniques are applied depending on several factors; the most common are
purposive, snowballing, cluster and others. The sampling technique that the researcher adopted
was purposive sampling, which is a non-probabilistic sampling technique that selects specific
individuals from the target population to participate in the investigation (Neumayer & Plümper,
2017). As explained by Park and Park (2016), purposive sampling relies on the researcher's
judgment when selecting the study respondents. Applying the purposive sampling strategy, a
group of HMS naval officers constituted the study's basis by taking part in the research to
provide the required information. The sampling technique was vital because the sampling
proportionality was not the core issue and the access of the targeted sample was quick. One of
the limitations of using purposive sampling is vulnerability to errors that may arise from
researcher judgment. The sampling technique was used to select 13 participants.
3.7 Descriptive Analysis
Data analysis are conducted through several ways such as diagnostic, descriptive,
predictive, among others. Data collected when conducting the investigation were quantitative,
analysed through the descriptive technique (Apuke, 2017). Descriptive analysis is applied when
establishing a result from the numerical data that were collected through the questionnaire. The
descriptive analysis comprises determining variables like mean, distribution, standard deviation,
and frequency among others were applied to determine the morale impact when 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. As explained by Sidel et al. (2018), the main
aim of descriptive analysis is to show an overview of statistical measures that are quantified to
define the features of the research problem. The technique was used to describe the impact on
morale during deployment extension on naval officers' morale on board HMS Duncan's. Using
descriptive analysis is only limited to the study subjects and cannot be generalised. SPSS
software was used to test and analyse the information gathered for the completion of the
descriptive analysis.
3.8 Research Reliability and Validity
3.8.1 Research Reliability
According to Krosnick (2018), in a research investigation, reliability measurement
applied to determine if the test scores are stable, which means the test statistics and instruments
can generate constant outcomes when the study is repeated several. The reliability test is vital as
it helps generate correct information during the study. The researcher encouraged the participants
to answer the questions accurately and consistently before submitting the feedback. In essence,
the questionnaire is considered reliable when it generates similar results when the test is repeated
several times; however, little divergence might be observed, which was not experienced in this
case.
3.8.2 Research Validity
As explained by Samii (2016), in research studies, a measure of validity is applied to
establish if the researcher measures the topic with little divergence in case of such an event. For
this research, the questionnaire and statistical test's validity was established by the researcher
supervisor's expert judgment.
3.9 Ethical Consideration
The researcher followed the ethical standards of research that involve human participants
to ensure that participants are not exposed to any harm, and human integrity is upheld. To ensure
the standard ethical requirements are met, the researcher obtained informed consent from each
participant before collecting the required data. Two consent statements were included at the end
of the questionnaire, which the participants were required to tick. Data collected are sensitive,
and hence, the researcher maintained high levels of anonymity of the participants and the
confidentiality of the data gathered.
The research sought ethical approval from the university before the start of the actual
study. The university ethical guidelines were also followed during the study to ensure that data
collected and result generated up to the institution standard that upholds high integrity and clear
dissertation presentation format. During the research, all the NBS Ethical Guidelines that relate
to human as the subject of study were adopted. The standards that were considered a vital aspect
of research include proper and acceptable means of collecting data and respect for the study
subjects. Another standard is securing the data collected to avoid the leakage.
Also, the researcher got approval from the HMS Duncan Senior Officers before going
ahead with the dissertation. The researcher avoided data falsification or misrepresentation, and
the study result. Additionally, the study's participation was voluntary as the researcher did not
compel, coerced or seduced any respondent to take part in the questionnaire filling. The
participants were also informed not to include information in the questionnaire that may lead to
identification.
CHAPTER 4: Analysis and Results
This current chapter outlines the results and interpretation of the analysis categorically
focusing on every research objective to generate empirical evidence. The researcher presented
analysis results according to the quantitative data collected during the investigation participants
—the analyses focused on addressing the research problem and meeting the study objectives.
4.1 Empirical Analysis
4.1.1 9 Months Deployment Too Long
The view about the 9-month deployment of naval officers on board warship was assessed
from the questionnaire data, and the table below summarises the descriptive statistics of the
result.
Table 4—1: 9 Months Deployment Too Long
Frequency Per cent Valid Percent Cumulative Percent

Agree 6 46.2% 46.2% 46.2%
Strongly Agree 7 53.8% 53.8% 53.8%
Total 13 100.0% 100.0% 100.0%
Source: Author’s SPSS Calculation
From the results in the figure above, it is evident that the majority of the research
participants supports that 9-month deployment is too long which is approximated at 53.8% as ‘’
strongly agree’’ followed by respondents that ‘’agree’’ at 46.2% that hold the view that 9-month
deployment is too long. In essence, the above result provides a clear perception of the respondent
on the 9-month deployment period with all the respondents ‘’agree’’ and ‘’strongly agree’’. The
outcome generated above clearly shows that the deployment of the naval officers for nine months
is considered too long. The figure below compares and summarises the result graphically.
Figure 4—3: 9 Month’s Deployment Too Long
Source: Author SPSS Calculations
The above figure also shows the participants view if the 9-month period of deployment is
too long and the result indicates that majority of participant (53.85%) strongly agree and the
remaining respondent (46.15%) also agree. The outcome shows that the respondents consider 9-
month deployment as too long.
4.1.2 Negative Impact on Morale
The extension of HMS Duncan’s operational deployment length from 6 to 9 months was
assessed if it harms the naval personnel morale and the table below represent the result
generated.
Table 4—2: Negative Impact on Personal Morale

Agree 1 7.7% 7.7% 7.7%
Strongly Agree 12 92.3% 92.3% 100.0%
Total 13 100.0% 100.0
Majority of study participants, approximately 92.3% had their morale negatively affected
by the extension of the operational deployment length from 6 to 9 months. The largest proportion
represented by respondents strongly agreed that the extension of deployment affects their morale
negatively. The remaining proportion with the approximation of 7.7% also agreed that the
deployment extension from 6 to 9 months harms their morale. In essence, naval officers on board
the HMS Duncan morale are negatively impacted by the operation extension. The illustration
below summarises and compare the outcome graphically.
Figure 4—4: Negative Impact on Morale
The above figure indicates how the HMS Duncan deployment extension from 6 to 9
months impacted the morale of the naval officers. As indicated in the figure, the majority of the
participants, approximately 92.31% strongly agreed that the extension of the deployment period
from six to nine months negatively influences personal morale. 7.69% of the participants
somewhat agreed that HMS Duncan operation deployment extension for three more months
negatively impacted individual morale. Notably, all the respondents agreed and strongly agreed
to indicate that the extension of the deployment period from six to nine months negatively
impacted the morale of the naval personnel. In essence, the result above indicates that the
deployment extension for naval officers on board HMS Duncan impacts personal morale, leading
to a poor focus on a mission.
4.1.3 Negative Impact on Personal Relationship
The researcher also analysed the negative impact when extending the HMS Duncan
deployment period from 6 to 9 months on the personal personnel relationship and to achieve this
the participants were asked to determine if they were affected by selecting 'strongly agree',
'agree', 'not sure', 'disagree' or 'strongly disagree' and the outcome is represented on the table
below.
Table 4—3: Negative Impact on Relationship

Not Sure 3 23.1% 23.1% 23.1%
Agree 7 53.8% 53.8% 76.9%
Strongly Agree 3 23.1% 23.1% 100.0%
Total 13 100.0% 100.0%
The above table shows how the HMS Duncan deployment extension from 6 to 9 months
impacted the naval personnel personal relationship. As indicated in the table, most of the
respondents, approximately 53.8%, agreed that extending the operation length from six to nine
months harm the personal relationship. 23.1% of the respondents also agreed that the HMS
Duncan operation deployment extension for three months negatively impacted the personal
relationship. Participants' proportion of 23.1% was not sure if the deployment extension
negatively impacted a personal relationship. Notably, no respondents disagreed and strongly
disagreed, indicating that the extension of the deployment period from six to nine months’
negative impact on the personal relationship was not opposed. The result simply shows that the
deployment extension for naval officers on board HMS Duncan impacts the personal
relationship. The illustration represented below indicates the outcome in a graphical manner.
Figure 4—5: Negative Impact on Relationship
The figure above also indicates the respondents’ perception of a negative impact on the
personal relationship if the extension of HMS Duncan's operational deployment length is
extended from six to nine months. The result established that most of the respondents with an
approximation of 53.85% agree that the deployment negatively affects the relationship. 23.08%
of the respondents also agreed strongly with the negative effect on personal relationship after the
extension of deployment. The remaining participants that comprise 23.08% of the study subjects
were not sure if the extension of the HMS Duncan's mission deployment from six to nine months
negatively affected the personal relationship. The figure below summarises and compares the
outcome through a graphical representation.

4.1.4 Loss of Interest, Motivations and Concentration in the Work Place
Descriptive analysis was used to establish the perception of research participant after
completing the six months of HMS Duncan's maiden deployment if the respondents experienced
the loss of interest, motivation and concentration in the workplace and the result is indicated on
the table below.

Table 4—4: Loss of interest, motivation and concentration in the workplace

Agree 6 46.2% 46.2% 46.2%
Strongly Agree 7 53.8% 53.8% 100.0%
Total 13 100.0% 100.0%
The above table 4-4 indicates the research participant experience after completion of
HMS Duncan 6 months’ deployment on the naval officers' loss of interest, motivation and
concentration in the workplace. As established from the result presented on the table, most of the
respondents, approximately 53.8%% strongly agreed that after completing six months of HMS
Duncan's maiden deployment, the respondents started to lose interest, motivation, and
concentration in the workplace. A portion of 46.2% of the participants also agreed. The
illustration below represents the result graphically.
Figure 4—6: Loss of Interest, Motivation and Concentration

The figure above represents the result generated when determining if the respondents
started to lose interest, motivation and concentration in the workplace after completion of 6
months of HMS Duncan maiden deployment. The result showed that the majority of the
participants strongly agreed with a composition rated at 53.85%. Another proportion of
participant approximated at 46.15 also agreed that loss of interest, concentration and
commitment possible.
4.1.5 Willing to Volunteer If 6 Months Deployment
The study participants were asked if they would be more willing to volunteer to deploy if
the Royal Navy deployment were to revert to 6 months, and the result summarised in the table
below.
Table 4—5: Willing to Volunteer

Agree 10 76.9% 76.9% 76.9%
Strongly Agree 3 23.1% 23.1% 100.0%
Total 13 100.0% 100.0%
The result in the above figure shows if the participants would be willing to volunteer to
deploy if the Royal Navy deployment were to revert to 6 months in duration. According to the
figure, the outcome indicates that the majority of participants, approximately 76.9% agreed that
they are willing to volunteer to deploy the Royal Navy deployment were to revert for six months.
Another group which comprised of 23.1% of the respondents strongly agreed that they would be
more willing to volunteer to deploy if the Royal Navy deployment were to revert to six months’
period. To note, all the participants agreed and strongly agreed to indicate that maintaining the
Royal Navy deployment for six months sounds appropriate for the naval officers as they are
more willing to volunteer for the operation. The illustration below represents the result in
graphics.
Figure 4—7: Willing to Volunteer
The figure illustrated above summarises the result generated from respondent data when
determining if one would be more willing to volunteer to deploy if the Royal Navy revert to a
length six months’ period for deployment. The result indicates that most of the respondents
approximated at 76.92% agreed, and the remaining participants, which comprise 23.08% of the
study respondent, agree. The outcome indicates that the naval officers consider 6-month
deployment to be convenient.
4.2 Chapter Conclusion
In conclusion, this chapter described the result generated from the analysis of quantitative
data gathered. Quantitative data which was collected through the questionnaire was analysed
through the application of descriptive statistics. The result generated from the analysis
established the impact on the 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.
CHAPTER 5: Discussion of Results
5.1 Chapter Introduction
The chapter detailed the empirical result that was established in previous sections by the
researcher. Completing the chapter was done by comparing the current research findings with the
result established in the previous studies, outlined in the literature review section. Discussion is
vital as it allows a better understanding of the previous study findings. The discussion focused on
the questionnaire result generated from the study—the questionnaire comprised of other several
questions that rely on research objectives addressed.
5.2 Nine-Month Deployment of Naval Officers on Board Warship
According to the result generated from the current study, it was established that nine-
month deployment duration onboard warship was too long for the naval officers. Deployment of
the military personnel differs according to the mission being undertaken, which can either be
short or long. The study established that most of the naval officers consider the nine-month of
deployment as excess. The result established above supported the work of Borelli et al. (2019),
which stated that the deployment of military officers over for a long duration harms the officer's
daily lives. The deployment may take years or months, depending on the task allocated that
affects the military personnel marital status.
Deployment of military officers for an extended period was also established to be
inconvenient by author Nicholson and McLoughlin (2019) in a study that was conducted to find
out the impact when deployment on the soldiers. The length of deployment impacts the
marriages leading to low marital satisfaction because of one partner absence over a long period.
Eekhout et al. (2016) argued that long absence due to deployment of the military officers puts a
lot of pressure on the remaining partners as they have to adjust and perform duties that should be
conducted by the missing couple. The result coincides with the findings of Whiteman et al.
(2020) which stated that reunion after the operation and immediate deployment for further
missions psychologically affects the military families which consequently pressure the officers to
prefer a short deployment period over a longer duration.
The study's result clearly shows that most naval officers on board the HMS Duncan hold
the view that nine-month deployment is too long. A similar result was identified by Olson et al.
(2018) where it was stated that military deployment had increased the divorce among the military
partners, which influence their perception on the duration every operation should take. The study
indicated that most military officers prefer short deployment period for them to return to their
families. Most soldiers look forward to reuniting with their families after deployment. Another
investigation by Flittner O'Grad et al. (2018) identified that most military missions are conducted
in areas that are far from the family settlement, which influences the officers to prefer short
deployment periods. The officers prefer a short duration for them to reunite with their family
members after a short duration.
5.3 Extension of HMS Duncan’s Operational Extension Negative Impact on Morale
In terms of the extension of the HMS Duncan operational extension, the negative impact
on naval personnel morale, the current result established that most naval personnel perceive
extending the deployment duration negatively impacting officers' morale. The morale of the
officers’ depends on various factors. As per the study outcome, the extension of the deployment
length from 6 to 9 months affects the officers’ morale. The deployment lowers the morale of
working efficiently, which may lead to low work output and the lack of clear commitment.
According to an investigation conducted by Whiteman et al. (2020), on the impact when mission
deployment on the military personnel where the outcome was similar to the above findings,
which showed that operations that take long duration mentally affect the officers, which
consequently leads to low morale among the officers.
According to Gewirtz et al. (2016) study, reunification with the families members is one
of the vital aspects of the deployment that most military officers look into. Failure to meet the
loved ones influences their commitments and dedication negatively is similar to the above
findings. Mentally, the HMS naval officers are affected negatively due to the deployment
period's extension for three more months. The officers are not psychologically prepared for the
extension, which lowered their morale. The officers focused on reuniting with their loved ones
and the extension of the deployment period from six to nine months lowers their morale because
mentally they are exhausted and preferred taking time off for some time which prepares them
mentally for the next operation.
Another study conducted by Eekhout et al. (2016) indicated that the extension of military
operations negatively influences officers' morale where result supports the study findings, which
points to low morale when the deployment duration was extended. Extending the deployment
period should be considered carefully to ensure that the military officers are in good condition
mentally to complete the mission. A study by Nelson et al. (2016) indicated that extension of the
deployment after completion of the first mission is not appropriate as the military officers are not
mentally stable to make decisions or focus on the next mission entirely.
5.4 The Negative Impact when Extending Deployment on Personal Personnel Relationship
The results established further identified that the HMS Duncan operation extension from
6 to 9 months negatively impacted the personal relationship. The above findings also coincide
with the results established by researchers Zuj et al. (2017) and Borelli et al. (2019) that showed
that deployment period influences the relationship among the military families, couples and
friends. During deployment, the naval officers find it hard communicating with their family
members which affect their relationship. Staying away from the family and friends over a long
period affects the officers’ relationship, which is accelerated by further deployment period as in
the case of HMS Duncan. Another study by Bonde et al. (2016) also identified relationship as a
significant factor of deployment that is affected significantly, especially when the mission
duration has been extended.
The above result supports a study by Flittner O'Grad et al. (2018) that stated that military
personnel deployed for an extended period affects their relationship both at the workplace and
respective family members. The operation involves complex tasks that require commitment and
sacrifice. Naval officers that were on board HMS Duncan when the deployment was extended
from 6 to 9 months clearly stated that the extension affects their relationship. The relationship
varies, and the personal relations that the naval officers refer to can be at work and back at home
with their family members. Another study by Nicholson and McLoughlin (2019), indicated that
the lack of proper communication channel during the deployment affects the relationship military
officers have with their family members and friends, which supports the study findings. Research
conducted by Nelson et al. (2016) also supported the result by indicating that military personnel
deployed for an extended period influences their mental status, which can lead to depression
leading to a low personal relationship with others.
Relationship management is essential when conducting military operations that require
commitment and sacrifice from the officers. HMS Duncan naval officers indicated that the
extension of operational deployment from six to nine months negatively impact their
relationship. Still, some did not indicate if the extended period affected them. The result shows
that other naval officers are not aware of the extension had an impact on their relationship. An
investigation conducted by Flittner O'Grad et al. (2018) identified that deployment of military
personnel for a long time did not affect their relationship as most marriages survive, and the rate
of divorce is low.
5.5 Loss of Interest, Motivation and Concentration
After completing 6 Months of HMS Duncan's maiden deployment, the analysis assessed
the perception of naval officers, started to lose interest, motivation, and concentration in the
workplace. The result established that most of the officers lost interest, motivation and
concentration in various workplace stations they are based. In essence, the study determined that
naval officers lose interest, motivation and have low concentration after completing a specific
operation. The above findings directly confirm the assertion by Gewirtz et al. (2016) that stated
how military personnel's deployment to complete a specific mission impacts the officers' mental
health status. Soldiers' deployment to complete a mission is characterised by sacrifices and
commitment that drains officers' energy. Another study by Frappell-Cooke et al. (2018) indicated
that depression is rampant among military service members than in civilians. High depression
among the soldiers leads to loss of motivation, interest and concentration at the workplace.
Soldiers are highly depressed due to pressure to complete the mission efficiently and
successfully and on a specified time. Another investigation by Olson et al. (2018) supported the
above result by arguing that the soldiers' deployment impact identified that military operation is
characterised by various events and occasions that psychologically affect the officers. Depressed
military personnel lack motivation, concentration and interest of completing any project or
mission. A study by Gewirtz et al. (2018) also argued that the stress level among the soldiers
affect their productivity and lower their commitment. Taking part in a deployment mission
successfully among the military personnel involves several factors such as being stressful
because of combat training, among other events.
The naval officers on board the HMS Duncan for the six-month deployment lost interest
and concentration at the workplace. The Royal Navy reduced the number of naval officers that
were part of any deployment, significantly influencing the remaining personnel attitude and
behaviour. The result is similar to Nelson et al. (2016) and (Eekhout et al., 2016) that stated how
the survivor syndrome during the military officers' redundancies influenced the soldiers'
behaviours and attitudes. According to the two, soldiers shows a negative attitude, improper
behaviours, lowered productivity and minimal motivation. Royal Navy downsizing affected the
remaining naval officers that conducted HMS Duncan maiden operation for six months because
of the work overload.
5.6 Reverting Royal Navy Deployment to Six Months
The result was established from the analysis of the questionnaire data targeting the HMS
Duncan naval officers' perception of being more willing to volunteer when the Royal Navy revert
the deployment to six months. Study outcome indicated that majority of the HMS Duncan naval
officers were willing to volunteer if the deployment period is reduced to 6 months. The result
coincides with the study conducted by Borelli et al. (2019), which identified the deployment over
a long period affects the military officers' willingness and preparation for the mission. The study
shows how deployment for a short period is convenient for most military personnel as they can
reunite with the family members within a short period. A similar result was also identified by
Nicholson and McLoughlin (2019) in which they established that extension of deployment for a
long period affects the officers' personal life in several ways and hence prefer the operations to
last within few months.

5.7 Chapter Conclusion
In conclusion, the chapter discussed the result generated by relating to the existing past
empirical studies that established a similar outcome. Comparison of the research findings and the
previous studies have indicated that the extension of the operational deployment impacts the
military officer’s morale negatively in several ways. Deployment for several months is not
conducive for most military personnel. The negative impacts can be used to develop a better
system and strategy of deployment applied by warships. Military officers’ morale is also
impacted negatively due to the extension of operational deployment. The discussion also
identified that military families play a vital part in officer's morale.

CHAPTER 6: CONCLUSION AND RECOMMENDATIONS
6.1 Research conclusion
The study was designed to investigate and determine the impact 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. The Royal Navy deploys officers for operations that last
for a specific period and extension of the mission is popular among the warships, and the
extension impact on the morale of the naval personnel have not been established. Study
objectives focused on the deployment impact among the naval officers on board HMS Duncan
maiden operation that was extended to nine months from six months. The literature review
identified several impacts that deployment extension has on the officers. According to the
literature review information, deployment over a long period impacts military personnel's
families as the divorce rate is high. The long deployment period leads to low marital satisfaction,
poor mental health, and negative impact on a personal relationship, depression, stress, and
reduced productivity and morale among the military personnel.
The researcher used a quantitative cross-sectional survey research strategy that involves
collecting quantitative data using a self-administered questionnaire and analysed using
descriptive techniques. The questionnaires were distributed physically and the descriptive
analysis conducted through the SPSS calculation. The primary data were collected from a sample
of HMS Duncan naval officers on board the maiden deployment that was extended from six to
nine months. The junior naval officers that participated in the study consisted of a sample of 13
individuals.
The result established after the analysis of data indicated that the extension of the HMS
Duncan operational deployment duration from 6 to 9 months had a negative impact on the naval
officers’ morale. Also, the majority of the naval officers supported that the nine-month duration
deployment onboard warship is too long for the ship's company. The officers' relationship was
negatively impacted as evident from the result generated by the extension of the HMS Duncan
operational deployment length from six to nine months. Another result that was also established
from the study is that most of the officers started to lose interest, motivation and concentration in
the workplace after the completing six months of HMS Duncan's maiden deployment. The last
result generated identified that most officers were ready to volunteer willingly and deploy if the
Royal Navy operations revert to 6 months duration.
6.2 Research limitation
The current research limitations are the lack of past studies about the study phenomenon,
which is essential in guiding the study's theoretical background. In particular, limited
investigations have been conducted to identify the impact when deployment extension on board
warship among the naval officers. In essence, the researcher only relied on a few relevant
empirical information which influenced the research ability to develop a strong theoretical
background.
Another limitation is linked to the few respondent sample size that provided self-reported
data, collected through a survey. The respondent numbers were low as the survey result
depended on the participant ability to provide accurate information about the study phenomenon.
The respondents’ data may fail to correlate with the general population because the sample size
was small. In essence, the result reliability depends on the divergence of the data collected,
sample and sampling technique and the methodology applied.

6.3 Research recommendation
6.3.1 Recommendations for practical Implications
Considering the result of the study, it is recommended that the military departments
consider the length of deployment every operation takes. To be specific, the warship should
consider the deployment period for every operation to ensure that the naval officers remain in
high spirit and are committed to achieving a mission target. Most naval warships do not consider
the officers' preference and choices, but taking into adopting a strategy where their views are
highlighted and considered can help develop better performance.
Lastly, the dissertation recommends the naval warships to consider the impact when
deployment operations on the officers. Naval officers experience several issues after completing
the operation such as depression, being stressed, and struggling with relationship matters. Good
programme and institutions should be established to help the officers overcome such issues and
help them reunite with their families and fuse into the community life efficiently and effectively.
This should lead to the creation of a special department that handles all the problems, both
physical and mental, that naval officer's experience after the operations.
6.3.2 Recommendation for future research implications
Future research should focus on identifying the extent of deployment impact on the naval
officers as well as the family members. In essence, more research should be conducted on the
impact when the military deployment on soldiers’ family members and deep insight established
on how it affects their lives daily. The study should focus on the context of the military
deployment perspective, especially the extension of duration.
Another recommendation for the future study focus is to investigate a similar research
problem through the application of different research approach and methodology. Using other
research methods would be vital as it assists in providing comparative results that is essential
when determining the reliability of the current study.
6.3.3 Reflecting on Learning
By conducting this research, I got a chance to develop and apply my research expertise
and also acquired new skills. Researching for the first time, the dissertation helped improved my
skills significantly because I was able to integrate my research skills and the whole research
process. I managed to grow research skills such as communication, critical thinking, planning
and scheduling, attention to details and analysis of statistics and graphs. Additionally, the
dissertation made me acknowledge the significance of maintaining the research process which
comprises of identification of the problem, collecting relevant information by reviewing the
literature, identifying the appropriate methodology and analysis of data to answer the study
problem.
The research will be vital in helping me deal with various naval officers that are deployed
for some time during the operation. The research skills will help me handle the fellow naval
officers that have low morale during operations. Skills that have gained will assist me in
identifying different problems and issues relating to the impact on the morale of naval officers.
Given that the study focused on morale impact among the naval officers, the skills have
developed will be useful in handling various events within the warships. I will also be able to
have deep insight into the junior naval officers’ preferences and choices concerning the
deployment for various operations. I have also come to acknowledge the importance of focusing
on work policies that promote reunions among the naval officers.
The biggest challenge that I faced when conducting the study was limited time being that
the study was conducted within a short period. I had less time conducting the literature review
and the collection of data for analysis. Additionally, I faced another challenge because I did not
have enough training in conducting an empirical research study. The figure below represents the
reflective model I applied to determine my reflection on the study’s learning.
Figure 6—8: Reflective model
Source: Authors illustration

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APPENDICES
Appendix A: Questionnaire
Dear participant,
My name is [insert your name], and I'm currently doing research in “investigate and determine
the impact on the 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."
and I need your views. Please know that the information you provide will be completely
confidential and only used to help complete my dissertation. It will only take a few minutes to
complete the survey questionnaire, and I would really appreciate your time and effort. Thank you
for participating for more information please contact me using the contact below is the need
arise. Thank you!
Mobile phone: [insert your cellphone] Email address: [insert your email]
1. In a scale of 1 to 5 whereby one corresponds to "Strongly Agree" and five corresponds to
"Strongly Disagree", determine if extending HMS Duncan's operational deployment
length from 6 to 9 Months had a negative impact on my personal morale.
1 2 3 4 5
"Strongly Disagree", determine if 9 Month deployment onboard a warship is too long for
the ship's company.
1 2 3 4 5
"Strongly Disagree", determine the extent to which you agree that extending HMS
Duncan's operational deployment length from 6 to 9 Months had a negative impact on my
personal relationships.
1 2 3 4 5
"Strongly Disagree", determine the extent to which you agree that after completing 6
Months of HMS Duncan's maiden deployment, I started to lose interest, motivation and
concentration in the workplace.
1 2 3 4 5
"Strongly Disagree", determine the extent to which you agree that If Royal Navy
deployments were to revert to 6 Months in duration, I would be more willing to volunteer
to deploy.
1 2 3 4 5
Appendix B: Ethical Issues
Respect for the study subjects incorporates two elements that deal with respecting people
in regard to research; the first principle is; People should be treated as autonomous where the
study participants can make his or her own decisions about what to do and what to agree to.
Researchers also respect that individuals should make their own informed decisions about
whether to participate in research. In order to treat people as autonomous, individuals must be
provided with complete information about a study and decide on their own whether to enrol. The
researcher will ensure that the study subjects are autonomous.
Participants with diminished autonomy should be protected as some people in society
may not have the capacity to make fully informed decisions about what they do or what happens
to them. This could include young children, people who are very ill, or those with mental
disabilities. In such cases, these people should be protected and only be included in research
under specific circumstances, since they cannot make a truly informed decision independently.
The purpose of the research is to discover new information that would be helpful to
society. The purpose of research should never be to hurt anyone or find out information at the
expense of other people. Maximise benefits for participants and minimise risks for participants
the purpose of much research involving humans is to show whether the phenomenon is
conducive and effective. This means participants may be exposed to some harms or risks.
Researchers are obligated to do their best to minimise those possible risks and maximise
participants' benefits.
Justice principle deals with the concept of fairness. Researchers designing techniques
should consider what is fair in terms of recruitment of participants and choice of location to
conduct the research. This encompasses issues related to who benefits from research and who
bears the risks of research. It provides the framework for thinking about these decisions in ways
that are fair and equitable. People who are included in research should not be included merely
because they are a population that is easy to access, available, or perhaps vulnerable and less able
to decline to participate. Research findings that are likely to be used by many types of people
should be tested in the very populations of people who are likely to use it, to ensure that it is safe,
effective, and acceptable for all of the potential users. For example, observational research that is
intended for use in the general population must be studied not only on men but on enough
women to ensure that they are also safe and effective for women. The principle of justice also
indicates that questions being asked in trials should be of relevance to the communities
participating in the study. The research will help develop better deployment strategies for
military personnel.

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IMPACT OF CHANGING DEPLOYMENTS 1

Please check the highlighted sections below

THE IMPACT OF CHANGING DEPLOYMENTS FROM 6 TO 9 MONTHS BASED ON A

degree] at the [name of the university]

of deployments from 6 to 9 months, on a psychological contract of naval personnel employed as

reverted to six months.

Keywords: naval officers, military personnel, warship, soldiers, deployment extension

1.1 Background Information............................................................................................1

1.2 Research Problem......................................................................................................2

1.3 Significance of the study...........................................................................................3

1.4 Research Aim.............................................................................................................4

1.5 Research Objectives...................................................................................................4

1.6 Structure of the Dissertation......................................................................................4

CHAPTER 2: Literature Review.........................................................................................7

2.1 Theoretical Background.............................................................................................7

2.2 Empirical Evidence....................................................................................................9

2.2.1 The concept of the psychological contract.......................................................13

2.3 Literature Gap..........................................................................................................14

2.4 Conceptual Framework............................................................................................15

2.5 Chapter Summary....................................................................................................17

3.2 Research Philosophy................................................................................................19

3.3 Research Approach..................................................................................................20

3.4 Research Design and Instrument.............................................................................20

3.5 Quantitative Research Method................................................................................21

3.6 Target Population and Sampling.............................................................................22

3.7 Descriptive Analysis................................................................................................23

3.8 Research Reliability and Validity............................................................................23

3.8.1 Research Reliability..........................................................................................23

3.8.2 Research Validity..............................................................................................24

3.9 Ethical Consideration...............................................................................................24

CHAPTER 4: Analysis and Results..................................................................................26

4.1 Empirical Analysis...................................................................................................26

4.1.1 9 Months Deployment Too Long.....................................................................26

4.1.2 Negative Impact on Morale..............................................................................28

4.1.3 Negative Impact on Personal Relationship.......................................................30

4.1.4 Loss of Interest, Motivations and Concentration in the Work Place................33

4.1.5 Willing to Volunteer If 6 Months Deployment................................................35

4.2 Chapter Conclusion.................................................................................................37

CHAPTER 5: Discussion of Results.................................................................................39

5.1 Chapter Introduction................................................................................................39

5.2 Nine-Month Deployment of Naval Officers on Board Warship.............................39

5.3 Extension of HMS Duncan’s Operational Extension Negative Impact on Morale. 40

5.4 The Negative Impact when Extending Deployment on Personal Personnel

5.5 Loss of Interest, Motivation and Concentration......................................................43

5.6 Reverting Royal Navy Deployment to Six Months.................................................44

5.7 Chapter Conclusion.................................................................................................45

CHAPTER 6: CONCLUSION AND RECOMMENDATIONS.......................................46

6.1 Research conclusion................................................................................................46

6.2 Research limitation..................................................................................................47

6.3 Research recommendation.......................................................................................48

6.3.1 Recommendations for practical Implications...................................................48

6.3.2 Recommendation for future research implications...........................................48

6.3.3 Reflecting on Learning.....................................................................................49

Appendix B: Ethical Issues............................................................................................61

Table 4—1: 9 Months Deployment Too Long..................................................................18

Table 4—2: Negative Impact on Personal Morale............................................................19

Table 4—3: Negative Impact on Relationship..................................................................21

Table 4—4: Loss of interest, motivation and concentration in the workplace..................23

Table 4—6: Willing to Volunteer......................................................................................24

Figure 1—1: Dissertation structure.....................................................................................4

Figure 2—1: Conceptual Framework................................................................................11

Figure 4—1: 9 Month’s Deployment Too Long................................................................19

Figure 4—2: Negative Impact on Morale..........................................................................20

Figure 4—3: Negative Impact on Relationship.................................................................22