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Recent demands on the military have raised concerns about the impact of extended deployments on military marriages. To evaluate this impact, the authors draw on marital status data in service personnel records to estimate trends in marriage and marital dissolution between 1996 and 2005 and the specific effects of time deployed to Afghanistan and Iraq on subsequent risk of ending a marriage. The results generally run counter to expectations. Although rates of marital dissolution have increased since 2001 for most services and components, they had declined in the five years prior to 2001.

Divorce. --- Electronic books. --- Military spouses. --- Soldiers. --- Military spouses --- Soldiers --- Divorce --- Military & Naval Science --- Military Administration --- Law, Politics & Government --- Family relationships

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The Fiscal Year 2019 National Defense Authorization Act established an alternative authority for conducting the promotion of officers in designated competitive categories. This legislation grew out of an interest in making military officer management more compatible with the expectations of contemporary workforces while meeting the needs of a modern force. The earlier and still-relevant Defense Officer Personnel Management Act standardizes the conventional overall framework for managing the careers of officers. The authors examine whether a shift from the conventional promotion construct to alternative promotion authority (APA) would be beneficial to the U.S. Air Force and how such a shift would be implemented to minimize negative effects on officers and the force. Many familiar policies under the conventional authority concerning promotion timing and opportunity either do not apply or apply in different ways to promotions under the alternative authority. The authors use simulation modeling to estimate the effects of various policy scenarios under conventional and alternative promotion processes for officers. In addition, they examine two related policy options — merit sequencing and lineal zone management — and the role they play in differentiating promotion timing under either conventional or APA.

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The Department of the Air Force is revamping the way it manages officer development and promotion. As part of this overhaul, the Line of the Air Force (LAF)—a single developmental category (DevCat) accounting for more than 80 percent of officers and 40 career fields—is being split into six separate DevCats. New personnel management flexibilities, introduced by the John S. McCain National Defense Authorization Act for Fiscal Year 2019, are also being introduced. The purpose of these changes is to enable the identification, development, and rewarding of talent at all stages of an officer's career. The motivations behind these personnel policy changes are clear. However, given the complexity of officer development and promotion management, it is difficult to fully anticipate the effects of these changes. To help decisionmakers evaluate the utility and implications of new personnel policies, the authors built a strategic tool called the Air Force Personnel Policy Simulation Tool (PPST) to simulate the effects of new personnel policies on career field health and demographic diversity. This tool can help ensure that Air Force policy changes will further stated goals; identify potentially adverse consequences of personnel policy changes on career fields and demographic groups; and if needed, develop mitigating courses of action.

United States. --- Personnel management. --- Officers --- Promotions.

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The Department of Defense is creating the Space Force as an independent service within the Department of the Air Force to ensure access to, and freedom to operate in, space and to provide vital capabilities to joint and coalition forces in peacetime and across the spectrum of conflict. It has been 72 years since the United States last created a new military service, the Air Force. The other military services date back to the first years of the American nation. Because the Department of Defense does not often create military services, this is an opportune time to consider the implications of creating an independent Space Force. RAND developed an analytic approach to determine which units to bring into the Space Force. The authors asked how a transfer might affect any of the following four organizational attributes: effectiveness, efficiency, independence, and sense of identity. Then, the authors assessed a set of career fields to consider whether they would be sustainable in the Space Force. These analyses are complemented with an examination of other organizations that the Department of Defense has created to gain insights into potential challenges that the Space Force might face as it stands up and grows into its role.

Space control (Military science) --- Military planning --- United States. --- Organization.

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The Air Force experiences challenges in maintaining a demographically diverse civilian workforce. This report documents the results of a study designed to better understand the challenges that Air Force civilian women, racial/ethnic minorities, and individuals with disabilities in General Schedule (GS) (and equivalent) positions may face in advancing to higher pay grades as well as factors they consider when deciding whether to remain with the Air Force. The study analyzed Air Force personnel data to identify demographic differences in advancement and retention patterns and conducted focus groups and interviews with close to 300 participants to better understand potential advancement and retention barriers. The report describes key findings related to differences in advancement and retention and provides recommendations for potential changes to Air Force policies and practices to help grow and retain civilian talent from across all demographics.

Diversity in the workplace --- Employee retention --- United States. --- United States. --- United States. --- United States. --- Civilian employees. --- Pay, allowances, etc. --- Personnel management. --- United States --- United States. --- Armed Forces --- Civilian employees.