The purpose of this research study was to determine what service attributes were perceived as important factors for a successful Office of Research Administration (ORA) to provide to principal investigators and department administrators. Initially established more than 50 years ago, The Office of Research Administration (ORA) has evolved into an integral component for the fiscal sustainability of many institutions of higher education. Existing performance metrics based on financial measures do not sufficiently capture the quality of the level of service demands placed on the ORA by the two internal user groups. The conceptual basis of the Balanced Scorecard modified for the non-profit sector served as the theoretical framework. The study involved 668 respondents (433 principal investigators and 235 department administrators) from 72 research universities. Principal investigators and department administrators agreed on 18 service items as important performance metrics for successful Offices of Research Administration. However, the two groups did vary somewhat in the degree of importance of these 18 service items. Four services, responding to email and phone messages within 24-48 hours, easy access to forms, and timely setup of the internal award account were identified as priority factors by greater than 90 percent of the principal investigators. In addition to these four items, another six items-trainings for new employees and training updates for existing employees, equal treatment by the ORA, easy access to policies, and promoting a team effort approach to research-were identified as prior factors by greater than 90% of the department administrators. Demographics did not display a significant relationship in the perceptions of either group. Principal investigators did display a higher satisfaction for level of performance for the items of importance, especially related to the priority factors at their current institutions.

Perceptions of Faculty-Student Informal Mentoring Relationship This qualitative study examined the informal mentoring relationships between faculty and students at two small, faith-based, liberal arts campuses. Perceptions of both faculty and students’ views of informal mentoring were studied. The research questions further explored the factors that encouraged or discouraged faculty-student informal mentoring as well as the role of on-campus faculty housing. Student participants were selected after completing an online survey regarding their perception of connection with professors at the campus location. Faculty participants were selected after completing an online survey regarding their perception of how much time they spent with students outside the classroom. From these responses, nine students and nine faculty members were selected and agreed to participate in semi-structured interviews. Recognizing the power of story to communicate rich biographical moments, a narrative inquiry approach to data collection and data analysis was utilized and triangulated with observation, field notes, and historical document review. Interviews were analyzed using three cycles of coding that generated the resulting themes. Eight themes were identified from the data and include intentionality towards care and concern, the importance of relationship building, investment of time, size of campus, spaces that contribute to informal mentoring, the role of on-campus faculty housing, blurred lines, and hindrances to connection. Additionally, the experience of faith-based student development, student-faculty relationships on faith-based campuses, the notion of vocational calling, and impacts on informal mentoring are explored.

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The purpose of this qualitative study was to explore what influences Gen Z student college choice. Research on college choice has provided insight into whether or not a student will attend college; however, limited research exists on what impacts Gen Z students’ college choice and how marketing and communication influence what college a student will choose. College recruitment has always been challenging, given the high competition between colleges and universities. With the decrease in enrollment over the last decade and the unexpected impact of COVID-19, that challenge continues to grow. Enrollment and marketing administrators have difficulty expanding and diversifying their marketing, communication, and digital engagement practices to influence this generation of college-going students. This research involved interviews with 27 first-semester first-year students at a regional university in the southeast. Participants described their experiences with the college search process, including contact from higher education institutions. Overall, this study provides a more comprehensive understanding of Generation Z’s college choice influences.

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