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The purposes of this study were as follows: (1) to compare what coaches deem important with what players consider important in the player's selection of which university to attend; (2) to compare black athletes with white athletes and their reasons for the selection of university; (3) to determine if there are differences in the reasons athletes choose private institutions rather than state institutions; (4) to determine if Texas basketball players choose universities for different reasons than students from other states; and (5) to compare decisions made by high school recruits and junior college recruits with respect to their choice of a university to attend.

Die vorliegende Arbeit untersucht das Konzept des Performance Recruiting im Kontext des Online Marketings und Online Recruitings. Durch eine systematische Literaturrecherche wurden relevante Marketingmodelle identifiziert und auf Performance Recruiting adaptiert. Anhand von acht Experteninterviews werden differenzierte Vorschläge für die Definition und Strategie sowie 70 Wirkfaktoren und 67 Kennzahlen identifiziert, die das Performance Recruiting beeinflussen. Zudem werden Limitationen wie die begrenzte Teilnehmerzahl der Interviews und die offene Fragestellung diskutiert. Der Ausblick zeigt mögliche zukünftige Forschungsrichtungen auf, darunter die Validierung durch empirische Studien, die Entwicklung von Bewertungs- und Messinstrumenten sowie die ethische Betrachtung des Einsatzes von Performance Recruiting.:Tabellenverzeichnis ... VI Abbildungsverzeichnis ... VII Abkürzungsverzeichnis ... VIII 1 Einleitung ... 1 1.1 Problemstellung ... 2 1.2 Zielsetzung ... 3 1.3 Aufbau der Arbeit und Methodik ... 3 2 Theoretische Fundierung und Stand der Forschung ... 7 2.1 Online Marketing ... 7 2.1.1 Zentrale Marketingkonzepte als Ausgangspunkt für Recruiting-Maßnahmen ... 8 2.1.2 Kommunikations- und Reaktionsmodelle des Marketings als Bezugspunkt für Online Recruiting ... 10 2.1.3 Performance Marketing: das kennzahlen-gesteuerte Vorgehen als Basis für Performance Recruiting ... 11 2.2 Online Recruiting ... 13 2.2.1 Bereiche des Online Recruitings: Digitales Recruiting, Social Media Recruiting & Job-Marketing ... 15 2.2.2 Messbarkeit: Erfolgskennzahlen im Online Recruiting ... 17 2.2.3 Stand der Forschung: Performance Recruiting ... 20 3 Ableitungen für das Performance Recruiting – ein Konzeptentwurf ... 26 3.1 Zentrales Konzept des Performance Recruitings ... 28 3.2 Wirkfaktoren im Performance Recruiting ... 31 3.3 Kennzahlen im Performance Recruiting ... 33 4 Methodik: Qualitative Datenerhebung mittels Experteninterviews ... 36 4.1 Leitfadengestützte Experteninterviews ... 36 4.2 Gütekriterien ... 39 4.3 Entwicklung des Leitfadens ... 42 4.4 Auswahl und Erläuterung der Interviewpartner als Experten ... 45 4.5 Qualitative Analyse der erhobenen Daten nach Kuckartz ... 48 5 Ergebnisauswertung: inhaltlich strukturierende Analyse der Experteninterviews ... 49 5.1 Performance Recruiting Konzept ... 54 5.2 Wirkfaktoren ... 57 5.3 Kennzahlen ... 60 5.4 Online Firmenauftritt im Kontext Performance Recruiting ... 62 5.5 Aktuelle Schwächen im Performance Recruiting ... 65 5.6 Optimierungsvorschläge für Unternehmen ... 67 6 Ergebnisinterpretation ... 68 6.1 Diskussion der Ergebnisse: Überprüfung und Anpassung des Konzeptes „Performance Recruiting“ ... 68 6.2 Schlussfolgerungen ... 76 6.3 Handlungsempfehlung für Unternehmen ... 77 7 Zusammenfassung ... 80 7.1 Fazit ... 80 7.2 kritische Würdigung ... 82 7.3 Ausblick ... 83 Literaturverzeichnis ... IX Anhang ... XIII Eidesstaatliche Erklärung ... CXXXVIII / This study examines the concept of Performance Recruiting in the context of online marketing and online recruiting. Through a systematic literature review, relevant marketing models are identified and adapted for recruitment purposes. Eight expert interviews are conducted to derive differentiated proposals for definition and strategy, as well as identify 70 influencing factors and 67 key performance indicators that impact Performance Recruiting. Additionally, limitations such as the limited number of interview participants and the open-ended questioning are discussed. The outlook highlights potential future research directions, including validation through empirical studies, the development of assessment and measurement tools, and the ethical considerations of implementing Performance Recruiting.:Tabellenverzeichnis ... VI Abbildungsverzeichnis ... VII Abkürzungsverzeichnis ... VIII 1 Einleitung ... 1 1.1 Problemstellung ... 2 1.2 Zielsetzung ... 3 1.3 Aufbau der Arbeit und Methodik ... 3 2 Theoretische Fundierung und Stand der Forschung ... 7 2.1 Online Marketing ... 7 2.1.1 Zentrale Marketingkonzepte als Ausgangspunkt für Recruiting-Maßnahmen ... 8 2.1.2 Kommunikations- und Reaktionsmodelle des Marketings als Bezugspunkt für Online Recruiting ... 10 2.1.3 Performance Marketing: das kennzahlen-gesteuerte Vorgehen als Basis für Performance Recruiting ... 11 2.2 Online Recruiting ... 13 2.2.1 Bereiche des Online Recruitings: Digitales Recruiting, Social Media Recruiting & Job-Marketing ... 15 2.2.2 Messbarkeit: Erfolgskennzahlen im Online Recruiting ... 17 2.2.3 Stand der Forschung: Performance Recruiting ... 20 3 Ableitungen für das Performance Recruiting – ein Konzeptentwurf ... 26 3.1 Zentrales Konzept des Performance Recruitings ... 28 3.2 Wirkfaktoren im Performance Recruiting ... 31 3.3 Kennzahlen im Performance Recruiting ... 33 4 Methodik: Qualitative Datenerhebung mittels Experteninterviews ... 36 4.1 Leitfadengestützte Experteninterviews ... 36 4.2 Gütekriterien ... 39 4.3 Entwicklung des Leitfadens ... 42 4.4 Auswahl und Erläuterung der Interviewpartner als Experten ... 45 4.5 Qualitative Analyse der erhobenen Daten nach Kuckartz ... 48 5 Ergebnisauswertung: inhaltlich strukturierende Analyse der Experteninterviews ... 49 5.1 Performance Recruiting Konzept ... 54 5.2 Wirkfaktoren ... 57 5.3 Kennzahlen ... 60 5.4 Online Firmenauftritt im Kontext Performance Recruiting ... 62 5.5 Aktuelle Schwächen im Performance Recruiting ... 65 5.6 Optimierungsvorschläge für Unternehmen ... 67 6 Ergebnisinterpretation ... 68 6.1 Diskussion der Ergebnisse: Überprüfung und Anpassung des Konzeptes „Performance Recruiting“ ... 68 6.2 Schlussfolgerungen ... 76 6.3 Handlungsempfehlung für Unternehmen ... 77 7 Zusammenfassung ... 80 7.1 Fazit ... 80 7.2 kritische Würdigung ... 82 7.3 Ausblick ... 83 Literaturverzeichnis ... IX Anhang ... XIII Eidesstaatliche Erklärung ... CXXXVIII

The research on the recruitment and retention of African American students into vocational teacher education indicated that there was a need for institutions of higher education to take a more serious look at these efforts. This admonition was due to the continuous decline of African Americans in the teaching force, as well as a decline in minority student enrollments in vocational teacher education (Pratzner, 1987). Statistics also indicated that by the year 2000, the number of minority students in public schools will make up approximately 40% of school enrollments, while the number of minority teachers is expected to decline to less than 5% of the teaching force (Graham, 1987; Holmes, 1989). This lack of representation of minorities in the teaching force will have a negative impact on the success of all children in the nation'S public schools (Carnegie Forum on Education and the Economy, 1986). / Ed. D.

Approved for public release, distribution is unlimited / This study examines the Reserve Non-Prior Service Accession (NPS) program, the effects of the current training process for Reserve readiness, and the effects of proposals to extend the initial active duty training period. In particular, the thesis examines the effects of the extended training programs on recruiting using data derived from a web-based survey of NPS Reservists. Multivariate logistic regression models are used to examine the effects of personal demographic characteristics on an individual's likelihood to enlist in the NPS program for a 28-day or a 77-day active duty training period. Separate models are used for each program and include a model with the Delayed Entry Program (DEP) as an option, and a model without it. Respondents report that they would have been slightly less inclined to enlist under the 28-day options whereas under the 77-day options respondents indicated that they would have been much less inclined to enlist. FY03 cost data is used to conduct the cost-effectiveness analysis, and indicates that the 28-day option would save an estimated $2.8 million, and decrease NPS personnel training time by 5 months. The 77-day option would cost an estimated additional $46.1 million and decrease NPS personnel training time by 21 months. Based on the analysis of this thesis, it is recommended that the current NPS accession program be phased out and the 77-day with DEP training alternative be implemented. Additionally, the recruiting focus should shift to target high school senior and recent graduates. / Lieutenant Commander, United States Naval Reserve

Approved for public release, distribution is unlimited / This thesis examines the process by which enlisted goal shares are generated by Commander, Navy Recruiting Command (CNRC) and assigned to Navy Regional recruiting commands. Through use of an econometric goaling and forecasting model employed by CNRC and a less complicated weighting system used by Regions, goal shares are generated using factors believed to accurately predict future recruiting success. The factors used in the new contract prediction model include local economic conditions, population demographics, and recruiting resources. This thesis evaluates these factors to obtain a clear understanding of how each affects the establishment of goal shares. The various levels within the recruiting organization are analyzed, to include a discussion on how each of these levels prioritizes assigned goals, specifically accessions and new contract objectives, and the reasons why these priorities differ across levels within the organization. The thesis analyzes the role of past production data and Production per Recruiter (PPR) in establishing goal. Recruiter incentives and potential impacts of these incentives on the attainment of quality contracts are also discussed. Finally, the accuracy of CNRC forecasts is evaluated and recommendations are made to help ensure the continued success of these forecasts well into the future. This thesis finds CNRC's goaling forecasts to be quite accurate; however, with more precise data for a few specific variables within the goaling model, it is believed the accuracy of forecasts could be improved. Additionally, this thesis finds that due to current recruiter incentives, recruiters may not be motivated to contract the best possible candidates for enlistment at all times. / Lieutenant, United States Navy