Organizational Entry and Workplace Affect

doi:10.1017/9781108573887.025

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

Allison M. Ellis and

Talya N. Bauer

Edited by

Liu-Qin Yang ,

Russell Cropanzano ,

Catherine S. Daus and

Vicente Martínez-Tur

Show author details

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

DOI: https://doi.org/10.1017/9781108573887.025 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2020

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