Problem: Companies are facing problems concerning the attraction and retention of talented employees, due to the shortage of individuals with competence. Employer Branding is a relatively new concept that can function as an instrument for firms to position themselves as an employer, in order to attract and retain wanted employees. Purpose: The purpose of this thesis is to examine the field of Employer Branding in the context of recruitment and retaining. The study examines the questions of how and why Employer Branding is implemented in firms and what role such implementation plays in Human Resource Management, in the context of recruitment and retaining processes. Methodology: This study has been made with a qualitative approach, with a descriptive and exploratory purpose a case study approach. Data has primarily been collected through interviews at five different companies with knowledge within the area of Employer Branding. Findings: Employer Branding can be utilized both externally to attract potential employees, and internally to increase commitment and loyalty among current employees. In the context of recruitment, Employer Branding can make the process more effective. For the Employer Brand to be trustworthy and successful the consistency between the internal values and the external image is vital.

The goal of this study is to understanding ethnic discrimination by employing a complex theoretical approach which allows for an understanding of ethnic relations and ethnic discrimination as a social process. The study includes a case study at Volvo Torslandaverken in Gothenburg, and focuses on ethnic discrimination against the background of both structural conditions and situational factors. The analysis results from studying personnel statistics and interviews with salaried employees, union elected representatives, and workers. The study includes two technical and organizational environments. The first environment, manual systems, demands loyalty of individuals to the technical and organizational system. The other environment, integrated mechanization, has a decentralized group organizational structure. Both environments are studied with consideration taken to recruiting, leadership, and solidarity among workers. The results show that ethnic discrimination appears to be a very complicated phenomena, the expression of which is a consequence of dynamic interplay between structure and action. New forms of work have meant that workers' professional skills are now organized to compliment one another and they work more in groups. This has resulted in an increased need for familiar cultural and social skills within the groups. Such a development risks encouraging varying degrees of negligence, aversion, and exclusion of ethnic views. / digitalisering@umu

This study examined two research questions: 1) Is the Taylor-Johsnon Temperament Analysis (TJTA) instrument an effective instrument for predicting soldier maladjustment as measured by early discharge from the Army, and 2) Can counseling techniques be effectively employed to facilitate soldier adjustment? These research questions were answered by administering the TJTA instrument to an experimental group (N=80) and to a control group (N=149) during their first week of training. The data collection took place over a 23-month period under standardized conditions. Soldiers in both the control and the experimental groups were assigned randomly to their training units. In the control group, soldiers received normal training but the TJTA instrument results were not known by the training staff. In the experimental group, soldiers received normal training, but those who scored high in those areas of the TJTA instrument which predict maladaptive behavior were referred to a doctoral-level therapist for counseling. For both groups the TJTA did not identify or predict which soldiers would be discharged for maladjustment problems. A second study was conducted from among soldiers of other units whohad demonstrated maladaptative behavior to a degree serious enough to result in early discharge. This group was subjected to a 4-week training program designed to enhance soldier self-concept. This program was administered under the direction of drill sergeants who had received a 2-day training course in counseling techniques. More than eighty percent of these soldiers originally slated for discharge succeeded in making positive adjustments to the Army and graduated successfully into the Army.The following conclusions result from the analysis of findings of this study:1. The TJTA instrument was not predictive of maladaptive behavior of soldiers sufficient to require their discharge. 2. Formal counseling by a doctoral-level therapist was not effective in reducing maladaptive behavior. 3. Self-concept improvement training was effective in developing positive attitudes and motivations to remain in military service among soldiers who were scheduled to be eliminated from the Army for maladaptive behaviors.

The purpose of the study was to analyze the use and effectiveness of management techniques for the recruitment or retention of college students. Data were collected from 227 directors of admissions and 51 directors of enrollment management. An instrument consisting of 41 questionnaire items was developed from a review of the literature. Data obtained by the questionnaire were analyzed using both frequency and percentile analysis. Additional analysis was conducted to determine if directors of admissions and directors of enrollment management use and/or judge the effectiveness of management techniques differently.Findings1. Management by objectives, performance appraisal, job analysis and job descriptions, management information systems, organizational development, systems analysis, and program budgeting were techniques used by a majority of the respondents.2. Management by objectives, performance appraisal, job analysis and job descriptions, management information systems, organizational development, systems analysis, and program budgeting were judged by a majority of the respondents to be moderately or very effective.3. Enrollment directors and admissions directors differed both on usage of management techniques and in judgments regarding the effectiveness of the techniques. Enrollment directors reported greater use of management by objectives, performance appraisal, management information systems, and organizational development which were statistically significant. The differences in judgments concerning effectiveness were attributable to a composite of the seven management techniques.4. Enrollment managers are generally higher-level administrators having responsibility for retention, as well as recruitment, goals of the institution.Conclusions1. The predictions of enrollment crises have already resulted in the use of management techniques by administrators responsible for recruitment or retention of college students.2. Management by objectives, performance appraisal, job analysis and job descriptions, management information systems, organizational development, systems analysis, and program budgeting are seven management techniques that are effective tools for the management of college and university recruitment or retention efforts.3. The Director of Enrollment Management position is representative of a move towards accountability in the area of admissions work. The concept of "enrollment management" encourages the use of management techniques to meet both the recruitment and retention goals of the institution.

The purpose of the study was to analyze strategies and techniques used in graduate student recruitment efforts at institutions of higher education which have developed graduate student recruitment programs involving administrative personnel in graduate schools. The population consisted of 71 graduate school deans. The deans, however, were given the alternative of selecting an alternate administrator to respond to the survey provided the alternate possessed experience with graduate recruitment activities.A Likert-type instrument consisting of 42 questionnaire items was utilized to gather data pertaining to the respondent and the institution included in the survey, organization for graduate recruitment, current and desired involvement with recruitment administrative functions, plus usage and perceived effectiveness of selected strategy/techniques used in graduate recruitment.Findings1. Institutions having the greatest available finances for graduate recruitment activities tended to have coordinated recruitment programs.2. Graduate administrators expressed strong interest in being involved with the development of recruitment planning, setting goals and identifying desirable recruitment strategies and techniques.3. A lack of formal training existed for personnel engaged in graduate student recruitment.4. Financial assistance, prompt response to applicant inquiry, and personal contact from the concerned department (faculty) were perceived as very effective student recruitment strategy/techniques.5. The utilization of alumni as well as establishing contact with representatives from business and industry were viewed as valuable but relatively untapped sources for increasing the number of graduate student applications.Conclusions1. The projected decline in the 18 to 24 year-old population group can be off-set partially by conscientious efforts to attract former degree recipients from other age groups, women and minorities.2. Graduate student recruitment has traditionally differed from undergraduate recruitment. Much, of the current activity conducted as. graduate recruitment is uncoordinated and difficult to monitor; however, efforts to organize graduate recruitment programs are attracting the attention of graduate administrators nationally, thus creating the potential for an emerging professional area in graduate education.3. Financial support for coordinated graduate recruitment programs will be derived predominantly from the university budget.4. Faculty are imperative to successful graduate student recruitment, therefore, recruitment planning should include ways to effectively utilize outstanding faculty in the recruitment process.

Satisfying customers’ needs and wants has for a long time been the main focus for many companies, and through this the idea of satisfying the employees’ needs and wants first in order to achieve this has appeared. This has led to a greater focus on internal marketing and thereby the internal customer. It has also in later years been found that internal marketing can be used to build strong internal relationships. Having strong internal relationships has been discovered to be of importance as employees who work with friends work harder, and the work environment becomes more motivating when the relationships between the parties are strong. Considering, that stronger relationships between employees and management as well as between one employee and another is beneficial for the company as a whole, as there is a need to nurture and develop these internal relationships. Therefore building relationships have been proposed as an alternative approach to internal marketing and that this may be the right way to explore the area, however this needs substantial further investigation. This would mean an investigation of how internal marketing can be used for building relationships within a company. It is on this problem that we base this dissertation and choose to raise the question:“How can a company use internal marketing to strengthen the relationships within?”In order to answer this question, literature focusing on internal marketing, relationship marketing and especially what types of factors that is important for building relationships are presented. Based on this literature we have built a proposed model that was tested in order to answer the research question for this dissertation. The model includes five internal marketing tools, which are communication, education and learning, leadership, motivation and recruiting. These were tested to see if they can be used as an aid to strengthen trust and commitment in the company and thereby build stronger relationships between the members. This through analyzing the theoretical framework and the proposed model with a qualitative case study made with Mediaprovider Scandinavia AB including participant observation as well as interviews with focus on the relevant subjects. It was established that companies can use internal marketing in a number of ways in order to strengthen the relationships within. These include using communication, education and learning, leadership, motivation and recruiting as tools that can be adapted in order to achieve this goal. The proposed model was therefore found to be a way of strengthening relationships, however it is beneficial to not only measure strengthened relationships by trust and commitment, as there are other elements that are of importance.

A reform of higher education in Sweden in 1993 led to stiffer competitive climate among educational institutions. The reform meant that educational institutions now had the opportunity to plan their curriculum autonomously. Prior to the reform educational planning was restricted to the Swedish government. The new rules spelled a greater opportunity for educational institutions to profile themselves based on their educational offerings. The higher degree of competition means that marketing becomes increasingly important when recruiting new students. This thesis focuses on the marketing activities done by educational institutions to recruit new students. This study will specifically investigate the activities regarding marketing of business education in Luleå University of Technology and the officer education The Military School of higher education in Karlberg. Both schools are chosen because they have among other things, experienced a shortage of applicants. This study will also show student opinions of marketing activities from both institutions. Our results points out that both schools are firmly aware of the benefits of marketing when recruiting new students. However, the students experience a certain disharmony between the marketing and reality. Our conclusions are that this disharmony might partly explain the shortage of applicants to these specific educations.

Contemporary militaries depend on volunteer soldiers capable of dealing with advanced technology and complex missions. An important factor in the successful recruiting, retention, and employment of quality personnel is the set of personnel policies which a military has in place. It might be assumed that military policies on personnel derive solely from the functional necessities of the organization's mission, given that the stakes of military effectiveness are generally very high. Unless the survival of the state is in jeopardy, however, it will seek to limit defense costs, which may entail cutting into effectiveness. How a state chooses to make the tradeoffs between effectiveness and economy will be subject to influences other than military necessity. In this study, I argue that military personnel management policies ought to be a function of the interaction between the internal pressures of military mission and the external pressures of the national economic infrastructure surrounding the military. The pressures of military mission should not vary significantly across advanced democratic states, but the national market economic type will. Using written policy and expert interview data from five countries, this study analyzes how military selection, accessions, occupational specialty assignment, and separations policies are related to the country's educational and training system, the significance of skills certification on the labor market, and labor flexibility. I evaluate both officers and enlisted personnel, and I compare them across countries and within countries over time. I find that market economic type is a significant explanatory variable for the key military personnel policies under consideration, although other factors such as the size of the military and the stakes of military effectiveness probably also influence the results. Several other potential explanatory factors such as the ease of recruiting appear to be subordinate to market economic type in predicting policy. / Dissertation

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The purpose of the study is to identify the perceived successful practices that led to improved teacher recruitment, preparation and retention efforts within the nine universities of The Texas A&M University System brought about by the Regents' Initiative for Excellence in Education. The data for this study, gathered through interviews, document reviews and observation, revealed that the Regents' Initiative was considered by project directors to be a challenging but rewarding educational reform initiative. The lessons learned through the experience reflect the general findings common to the research literature on school-university partnerships. Research findings of this study revealed that the successful implementation of the Regents' Initiative involved strategies to overcome challenges and develop processes for recruiting, improving teacher preparation and teacher retention. Selecting the right person as the teacher recruiter was paramount to the successful attainment of A&M System university teacher recruitment goals. Operationalizing teacher recruiting included developing recruiting targets, organizing data management, tracking student recruits in the teacher preparation pipeline and periodically reporting progress to stakeholders. Quality improvement of teacher preparation involved recruiting higher achieving high school and community college students, setting higher standards for teacher candidate performance and aligning course curriculum within the college of education and with community college partners to the state standards. Institutional leadership was required to promote and build meaningful partnerships combining efforts to recruit, prepare and retain quality teachers in the profession. A&M System institutions developed a communications campaign to build legislative, institutional and public awareness and support of the Initiative. Institutional involvement was broadened by providing opportunities for interaction between arts and sciences faculty and college of education faculty through collaborative research grants, presentation conferences and symposia. Finally, the successes were celebrated with all stakeholders, and rewards were provided to those who made significant contributions to the effort.