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Understanding attrition in this VUCA world has become imperative for organizations to ensure they are able to sustain themselves. While focus on understanding attrition is important, it is equally important to retain acquired talent, at the same time add value to the human side of business. The purpose of this paper is to explore the factors which play crucial role in retention of newly hired employees working in Indian IT industry. The study has considered factors, namely, supervisor support behavior, feedback-seeking behavior (FSB), affective commitment (AC) and empirically verified their impact on new recruit’s intention to quit (IQ).

The survey was conducted among 524 newly hired employees working in 58 different companies listed in National Association of Software Services Companies member directory in Indian IT industry. All the scales used in the study are reliable and validated. Confirmatory factor analysis was carried out to test the validation of scales. The data were analyzed to test the proposed structural model using structural equation modeling.

The present study has successfully blended and verified the effect of supportive behavior of supervisor and new recruit’s FSB on the AC and IQ of newly hired employees. The study highlighted that supportive supervisors can encourage the newly hired employees to seeking feedback and enhance their commitment toward the organization. Further, this reduces the turnover intention of employees.

The theoretical contribution of the study is in successful amalgamation of two major streams of studies on new recruits by assessing the effect of supervisors’ supportive behaviors and new recruits’ proactive FSB on their IQ. The study has also looked at the newly hired employees’ behavioral reactions during uncertain entry period and throughout the adjustment process. The limitations of the study are in the focus on one industry and cross-sectional data. In the future researchers can explore the relationships in a longitudinal study. Also, other variables like perceived organizational support and job satisfaction can be considered.

The present study demonstrates that supportive supervisors can motivate newly hired employees to seek feedback, and help them to “fit in” the organization. This study verifies that supervisors are considered as an important source of information for new recruits and the new recruits’ FSB positively influences their commitment toward the organization. Based on these results it is imperative for managers to be approachable and available to offer feedback to the new recruits in their initial days to ensure their adjustment, commitment and retention in the organization. This adds to sustaining the business and social well-being of the employees.

The present study offers a critical insight about the retention of newly hired employees in the organization. In the quickly changing VUCA world, these newly hired employees can be an asset for companies to build competitive advantage. However, to construct a strong future team for the organization, it is imperative that companies focus on augmentation of commitment among newly hired employees to further retain them. The present study proposes the path of empowerment among the new recruits to make them committed to the organization and to make sure that they stay with the organization in long run.

The purpose of this paper is to examine the effect of feedback seeking (FBS) and impression management (IM) on candidates’ evaluative performance and final hiring decision in a recruiting assessment center (AC) by a multinational corporation (MNC) in China.

The authors adopted a mixed-methods design. The authors first surveyed 234 candidates and 12 recruiting managers as assessors in four Chinese cities in one year. The authors then collected 23 candidates’ qualitative data in the forms of online blogs, diaries or letters sharing their recruitment experiences from 2005 to 2014.

The quantitative results showed that both candidates’ FBS and IM behaviors were positively related to their evaluative performance, yet with no significant effects on hiring decision. However, the interaction of FBS and IM significantly reduced the likelihood of a positive evaluative performance and hiring decision. Qualitative findings showed that IM was adopted by the candidates, and encouraged by the firm in the initial period of AC. Implicit FBS behavior was also found in the qualitative data.

The results offer important practical implications. For applicants, success in job search depends on one’s overall ability and capacity, while proper FBS and initial IM may be helpful to get in the race. At the firm level, MNCs need to adopt innovative strategies to win the “war for talent” in campus recruiting to cope with the deficiency in the educational focus.

The authors adopted a mixed-methods approach to examining the dynamics of AC process in campus recruiting processes. This study is among the first examining the interactions of FBS and IM in the selection research.

As part of an integrative model of leadership, transformational (versus transactional) styles are proposed to be related to subordinates' motivation and commitment to quality, the strength of empowering norms at the subunit level, and organizational productivity. Transformational and transactional styles also are proposed to be related to the self‐image of leaders. Hypotheses are tested in a military setting, the United States Army Recruiting Command, through the use of survey data provided by mid‐level leaders, station commanders, and recruiters. Data are supplemented by direct measures of subunit productivity. Results support some, but not all, of the proposed hypotheses. Implications for research and practice are presented, along with limitations of the research.

The purpose of this paper is twofold. First, to discuss the application of a multi‐level perspective to signaling theory in a recruitment context. Then to discuss how the integration of signaling theory and the social identity approach may provide an improved understanding of the associations between an organization's recruitment activities and applicant attraction outcomes. The paper, first, summarizes the existing research and theoretical developments pertaining to signaling theory, multi‐level theory, and the social identity approach. From this literature a theoretical model from which research propositions are developed is suggested.

This is a literature review, within recruitment contexts, on signaling theory, the association between market signals and applicant attraction outcomes, and the integration of signaling, social identity, and self‐categorization theories as a theoretical foundation for research propositions.

Despite widespread acceptance of signaling theory in recruitment research, surprisingly little is known about the boundary conditions in the association between an organization's recruitment activities and applicant attraction outcomes.

A greater understanding of the application of signaling theory will enable managers to design and administer recruitment activities and processes in order to improve applicant attraction to recruiting organizations.

This paper fills a void in the recruitment literature by integrating signaling theory, social identity theory, and self‐categorization theory and providing avenues for future work.

Despite general assumptions that recruitment is important to organizational success, little empiric evidence exists to confirm that different recruitment approaches lead to meaningful differences in attraction outcomes. This study begins to address this research need by examining the attraction outcomes of firms competing head‐to‐head for recruits for similar positions. Results of an analysis of 391 applicant pools representing 18 different job families suggest that applicant pool quality can vary substantially within and across job families. Utility estimates, based on the hiring of a single employee and using Grade Point Average (GPA) as a measure of applicant quality, produced differences within applicant pools for hiring a single individual valued as high as $15,000. The average difference between the highest and lowest quality applicant pools across 18 job families was $6,394.45 (SD = $3,533.20).

This research examines how job seekers' levels of harmonious work passion (HWP) and obsessive work passion (OWP) affect the importance job seekers place upon job and organizational elements in recruiting messages.

Employees who had recently completed job searches read multiple recruiting messages and ranked the importance of different elements in the messages.

General linear modeling found statistical differences between the importance of recruiting message elements for participants with varying levels of HWP and OWP.

The participants were information technology, engineering and human resource professionals limiting the generalizability of these results to other professions.

Recruiters should vary the information in their recruiting messages depending on the levels of HWP and OWP they want to attract to their applicant pools.

This research adds harmonious and obsessive work passion to the constructs considered in the recruiting message development process.

One aspect of attracting new employees that has historically been ignored by recruitment researchers is salary negotiations. In this study, we used a hypothetical scenario design to depict salary negotiation experiences in which we varied the levels of salary offer, the behavior of a company and its representative, and the deadlines for receiving a signing bonus. MBA students served as study participants who read the scenarios and responded to questions about perceived organizational attractiveness and job acceptance decisions—two important recruitment outcomes. As hypothesized, our results indicated that salaries, a company's responsiveness to candidate questions, and a company representative's expression of derogatory comments all impact recruitment outcomes. However, exploding signing bonuses had no significant effects, calling into question the negative connotation practitioners have of exploding compensation schemes. Our justice framework revealed that many of the effects that we found for our manipulations on participants' judgments regarding our recruitment outcomes were mediated by perceptions of organizational justice. Finally, we found some evidence of the frustration effect, as procedures that were considered fair worsened rather than mitigated the negative effects of unfair outcomes on job acceptance decisions.

This article aims to test the effectiveness of coaching for middle and executive level managers within a large recruiting organization.

Participants set goals to achieve during a 12‐month coaching programme. The sample consisted of middle managers (n=30) and executive managers (n=29) involved in US Army recruiting. Outcomes included measures of coached participants' achievement of quota and personal goals, and assessment on nine leader competencies and buy‐in over the one‐year coaching period.

Coached managers outperformed un‐coached, but experienced/incumbent counterparts. The strongest impact of coaching on performance was for middle managers and their subordinates (as opposed to executive managers). Both groups of participants demonstrated growth on some dimensions of recruiter‐leader competencies and achievement of self‐set goals.

A small and nontraditional sample of military recruiters was used. Future researchers can build on the approach outlined here to more concretely evaluate the impact of their coaching efforts in other populations.

Coaching all recruiter managers could translate into a return on investment of several thousand additional recruits. In addition, the achievement of personally relevant goals with the help of coaching, the development of leader competencies indicates real benefit associated with this form of goal‐based coaching.

We offer one of the first empirical evaluations of the effectiveness of a goal‐based leader coaching intervention. Practitioners and researchers can benefit from this approach by using it to improve coaching effectiveness and demonstrate value to the clients they serve.

The purpose of this paper is to determine the effects from perceptions of age disadvantageness when job candidates are interviewing with recruiters from different age groups. More specifically, the authors examine the issues of intergenerational recruiting through the lens of social identity theory (SIT) and relational demography. Using these theoretical underpinnings, problems that result from dissatisfaction with between group inequities in the recruiting process are explored.

Using these theoretical underpinnings, problems that result from dissatisfaction with between group inequities in the recruiting process are explored. Results from a survey of 176 undergraduate students actively pursuing sales positions provide evidence that candidate perceptions are influenced by age of the interviewer.

The results support that sales job candidates do indeed feel disadvantaged when interviewed by older recruiters. Compared to interviewers from a more similar age in-group interviewer, the respondents felt a greater difficulty in establishing commonality and credibility and they felt the need to establish dependability, demonstrate professionalism, energy, and enthusiasm with an older out-group interviewer. Interestingly, sales job candidates did not feel lower levels of job confidence relative to the age-group of the interviewer.

The study reflects the perceptions of sales job applicants sampled from only two universities in the same region of the USA. Generalizations outside of this job applicant population (i.e. major and geography) cannot be made based on this limited group of respondents. Additionally, outcomes were not explored in this paper, so there is no way to know with certainty that these feelings of disadvantageness translate to concrete differences in results, such as lower job acceptance.

From a recruiting/hiring managers’ perspective, they should be mindful that younger sales job candidates may feel uncomfortable or disadvantaged relative to age/generational differences. This could potentially even impact a recruit's desire to consider a company and accept a job offer, based on perceived organizational cultural differences. Educators need to prepare college students for the interview process. They should make students aware that they may feel the need to compensate for feelings that stem from intergeneration differences.

From a theory perspective, the study applies the SIT to a human resource and recruiting context to better understand possible recruiting barriers that may be particularly relevant in today's changing recruitment environment. This represents one of only a few empirical research efforts that has attempted to explain intergenerational recruiting issues relative to SIT. In addition to the use of SIT and relational demography, this paper introduces a unique context.