03396nam 2200613 a 450 991022010530332120200520144314.01-281-73644-997866117364460-8330-4582-2(CKB)1000000000535214(EBL)357906(OCoLC)234317559(SSID)ssj0000219798(PQKBManifestationID)11197857(PQKBTitleCode)TC0000219798(PQKBWorkID)10246998(PQKB)10879388(Au-PeEL)EBL357906(CaPaEBR)ebr10235201(Au-PeEL)EBL4969966(CaONFJC)MIL173644(OCoLC)781437665(MiAaPQ)EBC357906(MiAaPQ)EBC4969966(EXLCZ)99100000000053521420080305d2008 uy 0engur|n|---|||||txtccrPerformance evaluation and Army recruiting /James N. Dertouzos, Steven Garber1st ed.Santa Monica, CA Rand Arroyo Center20081 online resource (127 p.)Rand Corporation monograph series"MG-562-A"--P. [4] of cover.0-8330-4310-2 Includes bibliographical references (p. [101]).Cover; Preface; Contents; Figure and Tables; Summary; Acknowledgments; Abbreviations; Chapter One - Introduction; Chapter Two - Models of Recruiter Effort, Market Quality, andEnlistment Supply; A Model with a Single Type of Contract; A Model Distinguishing the Three Missioned ContractTypes; A Conceptually Grounded, Econometrically BasedPerformance Measure; Chapter Three - Data and Econometric Estimates of Contract-Production Models; Data; Estimates for the Graduate, Senior, and "Other" ContractModel; Estimates for a Model Distinguishing Men and WomenChapter Four - Empirical Analysis of Performance MeasuresChapter Five - Choosing Performance Windows andOrganizational Units for Evaluation; Using the Performance Window to Control for RandomOutcomes; The Use of Station Versus Individual PerformanceEvaluation; Chapter Six - Conclusions; Summary of Results; Implications for Policy; Appendix A - Allocation of Recruiter Effort: Implications of aMicroeconomic Model; Appendix B - Recruiter Behavior in the Face of Risk; ReferencesDesigning and implementing performance metrics that support Army goals requires analysis of how different metrics would affect recruiter behavior and, in turn, recruiters' contributions toward achieving the Army's goals. The authors evaluate traditional performance metrics, such as number of contracts signed per month per recruiter, and find that they do not adequately measure recruiter effort, skill, and productivity. They then develop a ""preferred performance metric"" that takes into account the difficulty of recruiting different types of youth in various markets. Using a performance metricRand Corporation monograph series.355.2/23Dertouzos James N.1950-904299Garber Steven1950-910138MiAaPQMiAaPQMiAaPQBOOK9910220105303321Performance evaluation and Army recruiting2484875UNINA