Relevant bibliographies by topics / Royal Australian Navy Personnel management

Academic literature on the topic 'Royal Australian Navy Personnel management'

Author: Grafiati
Published: 10 December 2022
Last updated: 29 January 2023

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Journal articles on the topic "Royal Australian Navy Personnel management"

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Garip, Gülcan, Kate Morton, Robert Bridger, and Lucy Yardley. "Weight Management Experiences of Overweight and Obese Royal Navy Personnel." Military Behavioral Health 2, no. 1 (January 2014): 105–9. http://dx.doi.org/10.1080/21635781.2013.833056.

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Horn, M. E. T., H. Jiang, and P. Kilby. "Scheduling patrol boats and crews for the Royal Australian Navy." Journal of the Operational Research Society 58, no. 10 (October 2007): 1284–93. http://dx.doi.org/10.1057/palgrave.jors.2602300.

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Cole, Steve. "Maritime environmental management priorities and challenges for the Royal Australian Navy." Australian Journal of Maritime & Ocean Affairs 4, no. 3 (January 2012): 95–96. http://dx.doi.org/10.1080/18366503.2012.10815713.

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Angus, DJC, and EHN Oakley. "The recognition and management of body temperature disturbances in Royal Navy personnel." Journal of The Royal Naval Medical Service 100, no. 3 (December 2014): 259–67. http://dx.doi.org/10.1136/jrnms-100-259.

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AbstractThis article discusses hypothermia and hyperthermia, described together as thermal illness. These conditions are seen within the United Kingdom (UK) Armed Forces population at home and abroad and may endanger life, with significant implications for both the individual and the chain of command. Recognition and management from initial presentation to return to duty is discussed and guidance given on occupational considerations.
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Roy, S., and M. Khan. "Abdominal hernias: a clinical review of their assessment and management in the Naval Service." Journal of The Royal Naval Medical Service 101, no. 2 (December 2015): 177–81. http://dx.doi.org/10.1136/jrnms-101-177.

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AbstractHernias are a relatively common occurrence in the armed forces community and may affect an individual’s fitness for duty and impact on operational capability, particularly in specialist occupations. Their early identification and management will allow appropriate treatment and minimise any impact on operational capability. This article aims to summarise the assessment and management of simple hernias and considers occupational considerations in their management for personnel serving in the Royal Navy and Royal Marines.
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Snushall, Barry, and Martin Tsamenyi. "The Royal Australian Navy: Meeting the Challenge in Environmental Compliance." Australasian Journal of Environmental Management 10, no. 2 (January 2003): 96–106. http://dx.doi.org/10.1080/14486563.2003.10648578.

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Malik, Ikmal Bin Abd. "The Relationship between Motivational Factors and Job Satisfaction in Royal Malaysian Navy (RMN) Headquarters." Webology 18, Special Issue 04 (September 30, 2021): 31–45. http://dx.doi.org/10.14704/web/v18si04/web18112.

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The purpose of this study is to explore and evaluate the relationship between motivation factors (MF) and job satisfaction (JS) in the Royal Malaysian Navy (RMN) personnel. There are among the 250 personnel who are serving at Royal Malaysian Navy Head Quarters (RMN HQ), and questionnaires have been distributed to them for data gathering. The study adopted the Herzberg’s Motivation-Hygiene Theory (1959) as a framework in determining the relationship between MFs and JS among the personnel. To simplify, when an individual has a high level of MFs, which in this study refers to the opportunity for personal growth, promotion opportunity, responsibility, recognition and achievement, the level of satisfaction in doing his/her job is also increased. While for JS refers to workers' who are happy with their job, despite any kind of job, with or without supervision the workers will do their best in doing their work. JS can be measured in cognitive, affective, and behavioural components. Having JS will make an individual more positive and motivated to work independently. SPSS version 22 is used for the analysis of data. The outcomes indicated that there are significant relationships between MFs towards JS among RMN personnel.
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Thomas, RL, JG Penn-Barwell, and CJ Hand. "Acute shoulder injuries: A clinical review of diagnosis and management in the deployed Naval environment." Journal of The Royal Naval Medical Service 102, no. 1 (June 2016): 22–32. http://dx.doi.org/10.1136/jrnms-102-22.

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AbstractMusculoskeletal injuries of the shoulder are a common presentation in primary care. Injuries to this highly mobile region can have a profound impact on the range of movement, resulting in severe functional limitation. The shoulder can also be one of the more complicated regions to examine due to its high mobility, poor localisation of pain and numerous supporting structures. This article aims to review the anatomy of the shoulder, examination technique and the pathology underlying common acute injuries in order to provide guidance to medical personnel deployed with the Royal Navy and Royal Marines.
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Cripps, N. P. J., and L. B. Cannon. "Colorectal Cancer in the Royal Navy – an opportunity to intervene?" Journal of The Royal Naval Medical Service 81, no. 1 (1995): 16–26. http://dx.doi.org/10.1136/jrnms-81-16.

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AbstractColorectal cancer is uncommon in Royal Naval personnel; an average of two cases are diagnosed annually, often with disease advanced at presentation. During the next five years, 10 serving individuals are likely to present with colorectal cancer and many, if not all of these, already harbour premalignant adenomas or asymptomatic colonic malignancy. Currently over 2,000 servicemen are estimated to carry undiagnosed colorectal adenomas.Requests for hospital appointments for those reporting a family history of colorectal cancer and who request screening are increasing in frequency. An understanding of the personal implications of a family history of colorectal cancer and a basis for the management of these individuals will be provided.This paper considers ways in which the impact of colorectal cancer on the Royal Navy and its pensioners could be altered. Evidence derived from population based and family history based colorectal cancer screening studies are organised into a protocol by which the Royal Navy might be examined. The effect of a family history of colorectal cancer on disease incidence and the percentage of positives resulting from faecal occult blood testing are applied to the age profile of the Royal Navy. These show that a maximum of 56 flexible sigmoidoscopies and 90 colonoscopies would be needed in the first year of a programme to attempt the early detection of colorectal neoplasia.This paper is aimed at gaining feedback from primary and secondary care practitioners so that the possibility of introducing a programme for the early detection of colorectal cancer in the Royal Navy can be considered.
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Swain, C. S., and M. Khan. "Peripheral arterial disease." Journal of The Royal Naval Medical Service 104, no. 1 (2018): 29–34. http://dx.doi.org/10.1136/jrnms-104-29.

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AbstractPeripheral arterial disease is traditionally considered a condition that affects an elderly population. Although rare in personnel in the Royal Navy, it has the potential to have a significant impact on individual operational capability. This review article addresses the clinical picture of peripheral arterial disease including examination, the differential diagnoses, and management in the pre-hospital military environment, and makes recommendations regarding referral to specialist care and future deployability.
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Dissertations / Theses on the topic "Royal Australian Navy Personnel management"

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Spurling, Kathryn Lesley History Australian Defence Force Academy UNSW. "Life in the lower deck of the Royal Australian Navy 1911-1952." Awarded by:University of New South Wales - Australian Defence Force Academy. School of History, 1999. http://handle.unsw.edu.au/1959.4/38685.

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This thesis studies the development of the Royal Australian Navy (RAN), during the period 1911 to 1952 from the perspective of the men of the lower deck, the RAN ratings. The early RAN was modelled very closely on the Royal Navy (RN), but the expectations of its managers and administrators, imbued as they were with the culture and tradition of the RN, were not easily compatible with the character of the Australians who became the RAN???s ratings. The class distinction which functioned in the RN, when applied to the more egalitarian Australians caused ill-feeling and led to the breakdown of discipline. The Australian Commonwealth Naval Board strongly resisted attempts by the Australian Government and the Australian people to regulate its affairs, a situation which seriously disadvantaged the RAN ratings and their families. In the wider context a continuing refusal by both the British Admiralty and the senior officers of the RAN to allow the development of a truly national navy led to significant manpower problems. This both inhibited the establishment of a navy for Australia and denied that navy full use of the unique attributes of the Australian rating.
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Ryan, Katrina J. "Fatigue mitigation and crew endurance management in the Royal Australian Navy and the U.S. Navy: a review of recent efforts and a collaborative path forward." Thesis, Monterey, California: Naval Postgraduate School, 2014. http://hdl.handle.net/10945/44656.

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Approved for public release; distribution is unlimited
Formulating naval manpower requirements is a complex problem. The results from workload studies can assist in this endeavor in two ways, by improving endurance and performance for existing crews and by providing manpower planners with the information necessary to determine or validate crew composition and size. Many naval workload studies have been conducted for a variety of reasons. Results from sleep measurement studies in naval operations indicate widespread sleep deprivation. Scientific research shows that insufficient and/or poor quality sleep leads to reduced individual performance and decreased crew endurance, an unacceptable situation for any Navy. This thesis reviews field and simulator studies from the Royal Australian Navy, the United States Navy, the Royal Canadian Navy, and the civilian maritime sector. Major gaps in the research include the assessment of sleep quality onboard ships, the formal design and conduct of evaluative research rather than descriptive efforts, and organizational level fatigue management policy and education. Fatigue risk management systems are still evolving but have not matured to a level guaranteeing that sailors routinely receive adequate, acceptable quality sleep at sea. Best practices for future collaborative studies are suggested, and recommendations for a ten-year Royal Australian Navy research strategy are included.
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Elsbury, O. James, and n/a. "An examination of a military performance appraisal system and the selection of commanders; perceived validity, prototypes and sources of error." University of Canberra. Applied Science, 1996. http://erl.canberra.edu.au./public/adt-AUC20050307.155449.

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Performance appraisal has been well established as an important management tool for improving individual and organisational performance, and has attracted considerable research interest over the past fifty years. Many previous studies of performance appraisal have been conducted either in laboratory settings, or have tended to focus narrowly on raters and/or the appraisal process, or of necessity have excluded from consideration the group dynamics prevalent in large organisations. Additionally, although it has long been recognised that the purpose of performance appraisal can affect ratings, little appears to have been done in situ on performance appraisal as a part of a complex personnel management system. One consequence of this approach has been a degree of uncertainty on the utility of laboratory and other findings to working appraisal systems. Moreover, previous examinations have focused on civilian organisations even though military organisations have an equally long history of using performance appraisal for a range of purposes. Using a sample (N = 577) of senior air force officers from three adjacent rank levels, this study examined the relationships between performance appraisal rating leniency, the perceived causes of leniency, and two personnel selection processes based on appraisal data. Rating leniency was perceived to be widespread, and was found to be associated with a lack of confidence (or mistrust) in several aspects of the performance appraisal system and related officer selection processes. While officer groups did not show any practically significant differences in perception of the prototype of the ideal commander (the leader), raters used a range of prototypes for estimating officers' promotion potential and suitability for command. Officers from one employment specialisation tended to stand apart in their view of the appraisal system and personnel selection processes, and the lower ranking officers surveyed tended to be more critical of the performance appraisal system and selection processes than were the higher ranking officers. In terms of selection process outcomes, 21.7% of officers were not satisfied with the management and leadership style of their commander, and officers at the lower organisational levels were found to be significantly (p<.005) more satisfied with their commander that those at the highest level. Satisfaction was found to be predicted by a multiple regression equation (R2=.72, p<.001), with the elements of the equation reinforcing the importance of a human-relations orientation for effective leaders. This study suggests that the behaviour of a working performance appraisal system can be predicted by established theory and that a model of system effectiveness may be possible, embracing rating errors, rating format, reliability factors (such as dyadic quality and period of observation), criterion validity of the appraisal instrument, and rater trust in the system. Additionally, this study suggests that upwards appraisal may be a useful input to the process for selecting leaders, if only to indicate which appraisal dimensions are perceived by subordinates to be important.
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Bryar, Peter John. "An analysis of shift working rosters used within the Australian Army component of the Defence Integrated Secure Communications Network (DISCON)." Thesis, 1996. https://vuir.vu.edu.au/18147/.

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Non standard working hours such as those experienced by rotational shift workers have a wide ranging impact upon job and roster satisfaction, performance, behaviour, sleep, quality of work and family life. The shift roster plays an important role in moderating the influence of non standard working hours on the individual and the group though it is well documented that shift work does affect everyone differently. Aspects of shift work that appear to be disadvantageous for many individuals can be considered to be beneficial by others depending upon the work circumstances and the needs of the individual and family. This study is concerned with shift work within a section of the Australian Defence environment - the Defence Integrated Secure Communications Network (DISCON) - Royal Australian Army Corps of Signals component, an area previously untouched by academic or other research. The significance of this study is that whilst it has focussed on a unique work environment the findings are not at variance to other shift working research. The Australian Army, through units of the Royal Australian Corps of Signals, has the responsibility of managing and operating the Switching and Communications Centres throughout the states of Victoria and Queensland, and within the cities of Canberra and Sydney. Shift workers and the shift working rosters operating within these units are the focus of this study. The purpose of this study is to compare the four shift working rosters operating within the four different Army units with DISCON and determine which one is most appropriate in terms of current roster design guidelines and shift worker preference. DISCON was established to support the operations of the Australian Defence Force and Department of Defence for the rest of this century and beyond. DISCON is Defence's first secure, integrated communications system, and will be used for command and control of the Australian Defence Force as well as management and administration of the Defence Organisation. DISCON operates by means of interconnected switching centres which direct all incoming message traffic to its destination and link Defence establishments Australia-wide. DISCON Switching Centres serve a particular region through Communications Centres and decentralised communications terminals. DISCON has brought with it new technology, new equipment and a range of new services to its subscribers. DISCON provides facilities for the passage of voice (secure and insecure telephone), facsimile, telegraph and electronic data and is expected to support the current range of tactical (field) external networks and individual tactical radio communication. There has also been a major change to the communications doctrine of providing pre-determined facilities, and subscribers no longer have to rely purely upon area or regional communications centres to service their communications needs of formal message traffic, facsimile and data transmission. Communications terminals have been decentralised to a large extent bringing them closer to the user - in some cases directly to them. Switching centres have also taken on the additional responsibility of providing advice to subscribers whilst communication centres are assisting with user education.
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Books on the topic "Royal Australian Navy Personnel management"

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Hyslop, Robert. Aye, aye, minister: Australian naval administration, 1939-59. Canberra: Australian Govt. Pub. Service, 1990.

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Pfennigwerth, Ian. Under new management: The Royal Australian Navy and the removal of Germany from the Pacific, 1914-15. West Geelong, Vic: Echo Books, 2014.

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Hyslop, Robert. Aye Aye, Minister: Australian Naval Administration, 1939-59. Australian Govt Pub Service, 1997.

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Bruhn, David. Kissing Cousins: U.S. Navy Wooden Minesweepers and Variants and USN and Royal Australian Navy Bomb and Mine Disposal Personnel in the Pacific in World War II, 1944-1945. Heritage Books, 2022.

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Book chapters on the topic "Royal Australian Navy Personnel management"

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Geerlings, Wilfred S. J., Alexander Verbraeck, Jon van Beusekom, Ron P. T. de Groot, and Gino Damen. "Strategic Human Resource Allocation for an Internal Labor Market." In Information Systems Evaluation Management, 299–310. IGI Global, 2002. http://dx.doi.org/10.4018/978-1-931777-18-6.ch019.

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Every organization needs a staff appropriate for its tasks in order to accomplish its business objectives, both now and in the future. To gain insight into the quality and number of staff needed in the future, human resource forecasting models are being used. This chapter addresses the design of a simulation model for human resources forecasting, which is being developed for the Chief of Naval Personnel, Royal Netherlands Navy. The aim is to provide the Director of Naval Manpower Planning with tools that give insight into the effects of strategic decisions on personnel buildup, and the effects of changes in personnel on reaching the organization’s business objectives.
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Conference papers on the topic "Royal Australian Navy Personnel management"

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Manley, D. "Combat Safety and Survivability Combining survivability and safety techniques to address crew safety in combat." In 14th International Naval Engineering Conference and Exhibition. IMarEST, 2018. http://dx.doi.org/10.24868/issn.2515-818x.2018.073.

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In Summer 2013 the UK Supreme Court confirmed the existence of MOD's Duty of Care to its personnel in action. This was carefully expressed not as a limitation on operations but was aimed at the provision of suitable equipment along with the justification of the design and protection decisions taken in its procurement and maintenance, and in its operation. In response to this ruling the UK Naval Authority Group, under the authority of the Defence Maritime Regulator and the Royal Navy Survivability Strategy, developed the principles of Combat Safety, creating a survivability and personnel protection process that parallels traditional safety management, delivering an auditable record of the requirements development, design, construction and maintenance of survivable vessels and crew protection arrangements, as well as significantly improved guidance to warfighters on the survivability and personnel protection aspects of the ships in which they serve. The paper discusses the introduction of and background to the UK MOD’s developing Combat Safety process, which is aimed at minimising the risk to life of personnel in combat arising from hostile action. It discusses the relationship between Combat Safety, “traditional” safety management and survivability. The processes developed to manage Combat Safety for new construction and legacy vessels are discussed, and the development and content of the Combat Safety Summary are discussed, Finally the future RN development programme for Combat Safety is outlined.
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Bolton, M. T. W., S. N. Waterworth, and R. J. McClurg. "Enabling, Equipping and Empowering the Support Enterprise through Digital Transformation." In 14th International Naval Engineering Conference and Exhibition. IMarEST, 2018. http://dx.doi.org/10.24868/issn.2515-818x.2018.055.

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Existing digital technology is transforming adjacent industries and will transform the Maritime sector. Increased data integration, exploitation via applications and use of mobile technology will enable the realisation of benefits, particularly in the management of material state and design change. Improvements to the way we store, share, manage and act upon information will ensure decisions are based upon the best, most accurate and timely information available shared across the Support Enterprise. It will also reduce time taken for maintenance by better understanding the maintenance requirement and avoid unnecessary cost by reducing the need for 2nd, 3rd and 4th line support. All of this should lead to a greatly reduced safety risk and increased platform availability. Furthermore, these improvements will enable the Royal Navy (RN) to further empower its maintainers, improving efficiency, productivity and job satisfaction. These personnel are at the heart of the Support solution and are of vital importance not least because platforms are complex but also because conduct of operational engineering, by RN personnel at reach, in adversity, ensures the Service is always ready to fight and win. The RN is embracing Digital Transformation (DX) as the means to deliver maritime support improvement and specifically safety, availability and productivity benefits. Navy Command has developed the Maritime Support Information Exploitation (MarSIX) strategy and model to drive the development of a single configured, assured, inter-related data set that can effectively exploit information across the enterprise and ensure the RN maintainer is firmly positioned at the heart of Support. Vital to the safety argument and meeting availability requirements, the approach is part of a journey towards a future Support Network that recognises the unique maritime operating environment and the close relationship between front line engineering and the enterprise that supports it.
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