Antecedents of New Recruit's Adjustment: An Empirical Study on Indian IT Industry

Antecedents of New Recruit's Adjustment: An Empirical Study on Indian IT Industry

Amruta Deshpande (IBS Hyderabad, a Constituent of IFHE, Deemed to be University, Hyderabad, India) and Ritu Gupta (T A Pai Management Institute, Manipal, India)
Copyright: © 2018 |Pages: 12
DOI: 10.4018/IJKM.2018100101

Abstract

The transition of newly hired employees from educational institutes to the corporate world thrusts them into unfamiliar environments. The reality shocks during a new employee's early days can lead to behavioral withdrawal, interpersonal conflict, lack of work engagement, lack of productivity, dissatisfaction, and turnover. The purpose of this article was to explore the antecedents of new recruits' adjustment in the Indian IT industry. The study considered three antecedents: supervisor support behavior, psychological empowerment, and feedback-seeking behavior. Data was collected from 607 newly hired employees working in the Indian IT industry and was analyzed using structural equation modeling (SEM). The article highlights that supportive supervisors can encourage new employees to seek feedback and help them to ‘fit into' the organization. Managerial implications suggest that organizations conduct training programs to make managers more approachable and available for new recruits during their early days to ensure adjustment and engagement in the organization.
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Literature Review

In the past, the term ‘new recruit’ has been used for employees based on their tenure after joining the organization. Also, new recruits are newly hired employees of the organization who have completed less than one year in the organization (Rollag, 2007). One of the prominent studies, conducted by Bauer et al. (2007) on new recruits, has considered tenure of less than 13 months to define the new recruits.

When it comes to transition, the newly hired employees joining the organization just after completion of their education face more challenges as compared to those who switch jobs from one organization to another (Ashford and Black, 1996). Bauer et al. (2007) defined new recruit adjustment through three factors: role clarity, task mastery, and social adjustment. The newly joined employees are expected to adjust in the organization and start their assigned work within three months (Nifadkar, Tsui, and Ashforth, 2012). Newly hired employees experience reality shocks that lead to tension and increased levels of stress, which lead to behavioral withdrawal (Halbesleben and Buckley, 2004), interpersonal conflict, lack of engagement, lack of productivity (Ganster and Rosen, 2013), dissatisfaction, and turnover (Kammeyer-Mueller et al., 2005).

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