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24 - Organizational Entry and Workplace Affect

from Part IV - Workplace Affect and Organizational, Social, and Cultural Processes

Published online by Cambridge University Press:  25 June 2020

By
Allison M. Ellis  and
Talya N. Bauer
Edited by
Liu-Qin Yang ,
Russell Cropanzano ,
Catherine S. Daus  and
Vicente Martínez-Tur
Liu-Qin Yang
Affiliation:
Portland State University
Russell Cropanzano
Affiliation:
University of Colorado
Catherine S. Daus
Affiliation:
Southern Illinois University Edwardsville
Vicente Martínez-Tur
Affiliation:
Universitat de València, Spain
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Summary

As the unemployment rate continues to shrink, organizations are increasingly in competition for the best talent. For this reason, the ability to effectively source, recruit, and hire qualified employees has become a cornerstone of effective human resource management, and a critical function in creating value through human capital. However, in order to capitalize on effective recruitment and hiring, organizations need to be able to retain and motivate new employees throughout their first year, during which studies estimate the risk of newcomer turnover ranges from 10 percent to as much as 50 percent and above for some jobs (Maurer, 2017). Thus the organizational entry period comes on the heels of substantial investment on the part of employers with the potential for both significant payoff and significant risk (Kammeyer-Mueller & Wanberg, 2003; Wanberg, 2012).

Type
Chapter
Information
The Cambridge Handbook of Workplace Affect , pp. 325 - 337
Publisher: Cambridge University Press
Print publication year: 2020

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