Book contents
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- 24 Organizational Entry and Workplace Affect
- 25 Performance Management and Workplace Affect
- 26 Feeling the Heat
- 27 Gender and Workplace Affect
- 28 Affective Climate and Organization-Level Emotion Management
- Part V Discrete Emotions at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
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
- The Cambridge Handbook of Workplace Affect
- The Cambridge Handbook of Workplace Affect
- Copyright page
- Contents
- Figures
- Tables
- Contributors
- Foreword
- Part I Theoretical and Methodological Foundations
- Part II Workplace Affect and Individual Worker Outcomes
- Part III Workplace Affect and Interpersonal and Team-Level Processes
- Part IV Workplace Affect and Organizational, Social, and Cultural Processes
- 24 Organizational Entry and Workplace Affect
- 25 Performance Management and Workplace Affect
- 26 Feeling the Heat
- 27 Gender and Workplace Affect
- 28 Affective Climate and Organization-Level Emotion Management
- Part V Discrete Emotions at Work
- Part VI New Perspectives on Workplace Affect
- Index
- References
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 - 337Publisher: Cambridge University PressPrint publication year: 2020
References
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