Preface -- Contents -- Figures -- Tables -- Summary -- Acknowledgments -- CHAPTER ONE- Introduction -- Is a Manpower Challenge Indicated? -- Finding Answers and the Organization of This Monograph -- CHAPTER TWO- Research Approaches to Deployment and Retention -- Expected-Utility Model of Deployment and Retention -- Expected Utility and Preferred Deployment -- Implications -- Illustrative Examples -- Empirical Studies of Retention -- Sociology: Attitudes Toward Deployments, Family Stresses, and Retention -- Small-Group Dynamics and Cohesion -- Combat Motivation -- Effects of Operations Other Than War on Morale -- Military-Family Tension -- Conclusions -- Psychology: Stress and Performance -- Deployment Stressors -- Stress and Performance: A Model and Discussion -- Maladaptive Stress Reactions -- Moderators -- Conclusion -- Summary -- CHAPTER THREE- Focus Group Findings: Stresses and Benefits of Deployments -- Methods -- Deployment Stressors and Deployed Personnel -- Preparation Stressors -- Operational Tempo: Longer, More-Frequent Deployments -- Work Pace and Hours During Deployment -- Uncertainty -- Separation from Family and Friends -- Reintegration and Readjustment -- Deployment Stressors for the Nondeployed -- Increased Workload and Work Pace -- Reintegration with Returning Deployed -- Benefits of Deployment -- Participation in Challenging, Fulfilling Work -- Camaraderie and Unit Cohesion -- Financial Gain -- Moderators: Dealing with Stress on Deployments -- Training -- Talking to Friends, Chaplains, and Mental Health Teams -- Other Moderators -- Summary -- CHAPTER FOUR- Analysis of Survey Data: Higher-Than-Usual Stress, Reenlistment Intention, and Deployments -- Tabulations and Predictions from the Regressions -- Findings on Higher-Than-Usual Work Stress -- Frequent Long Duty-Days Led to Higher-Than-Usual Work Stress.

Members Who Frequently Worked Longer Than the Usual Duty-Day Were More Likely to Have Higher-Than-Usual Work Stress -- Combat Duty Had Little Effect on Higher-Than-Usual Work Stress -- Being Away Much More Time Than Expected Increased the Probability of Higher-Than-Usual Work Stress -- Higher-Than-Usual Work Stress Was Less Likely If the Member Felt Personally Prepared and Felt His or Her Unit Was Prepared -- Being Married Was Unrelated to Higher-Than-Usual Work Stress -- Intention to Stay -- Higher-Than-Usual Work Stress and Intention to Stay -- Overview of Regression on Intentions -- Intention to Stay on Active Duty -- Higher Frequency of Working Longer-Than-Usual Duty-Day Reduced Intention to Stay on Active Duty, and This Effect Did Not Differ Between Those Who Were and Were Not Away from Home in the Past Year -- In the Period Circa Mid-2002 to Mid-2003, Being in Combat Operations in OEF/OIF Had NoEffect on the Intention to Stay in the Navy, Marine Corps, or Air Force, but It ReducedIntention in the Army -- Longer Time Away Relative to Expected Time Away Decreased Intention to Stay -- Individual Preparedness Increased Intention to Stay -- Similarly, Unit Preparedness Increased Intention to Stay -- Intention to Stay for 20 Years -- Did Being Away Last Year, or the Lack Thereof, Increase Your Desire to Stay? -- Spouse/Significant Other Thinks You Should Stay on Active Duty -- Summary -- CHAPTER FIVE- Conclusions -- Positive Aspects of Deployment -- Deployment Pay -- Addressing Negative Aspects of Deployment -- Family Separation -- Operational Tempo and Work Hours -- Uncertainty -- Effect of Deployment on Nondeployed Personnel -- Training and Preparation -- Combat Stress and Mental Health -- Further Research -- APPENDIX A- Expected-Utility Model of Deployment with Quadratic Utility -- APPENDIX B- Means and Regressions.

APPENDIX C- Distribution of Number of Times Service Members Reported Working Longer Than the Usual Duty-Day -- Bibliography.