Investigating newcomer expectations and job-related outcomes.

Abstract

The initial experiences of newcomers as they enter an organization can provide important information that substantially influences the subsequent relationship between the individual and the organization. For example, the application of realistic job previews (RTFs) often results in desirable organizational outcomes (e.g., increased satisfaction and reduced turnover). RJPs are typically job specific and job-content laden and serve to reduce the expectations of organizational newcomers. The present study indicates that an expectation lowering procedure (ELP), which is not job specific and is relatively content free, may yield similar benefits (i.e., reduce expectations). Both the organizational implications of this research and suggestions for using ELPs in conjunction with RJPs in the newcomer socialization process are offered.Organizations take a number of actions to attract job applicants. Most recruiting efforts attempt to impress upon prospective employees the rewards associated with an organization (Porter, Lawler, & Hackman, 1975). Organizations attempt to maximize the number of candidates so that they will obtain a pool of qualified applicants willing to join the organization (Milkovich & Boudreau, 1997). An implicit belief is that the best candidates are also the most likely to self-select out if they detect problems, thus leaving only less promising candidates. Unfortunately, it has been demonstrated that overemphasizing positive and minimizing negative attributes may contribute to subsequent problems, such as dissatisfaction, absen-

Assessing longitudinal change of and dynamic relationships among role stressors, job attitudes, turnover intention, and well‐being in neophyte newcomers

“…While expectations are determined in part by individual factors, organizations clearly play a role in shaping them. This study's results emphasize the importance of avoiding painting an overly positive picture during the recruitment process, but rather strive to provide ''realistic job previews'' (Buckley, Fedor, Veres, Wiese, & Carraher, 1998), that is, sufficient and accurate information regarding the job and the work environment. This study's results also emphasize the importance of reducing role stressors to which newcomers are exposed.…”

Met expectations and supplies–values fit of Dutch young adults as determinants of work outcomes

“…rehired employees and employee referrals) or expectation-lowering procedures (ELPs) as described by Buckley et al (1998). There is considerable evidence that RJPs and ELPs are effective in increasing satisfaction and commitment and in decreasing turnover (Buckley et al, 1998;Premack and Wanous, 1985), although some other findings suggest that these effects can be achieved through mechanisms other than reduced expectations (e.g. coping strategies, employer concem: Hom et al, 1999;Irving and Meyer, 1995).…”

“…There are two reasons for such discrepancies. The first is that expectations held by newcomers are often inflated or unrealistic (Buckley et al, 1998;Wanous et al, 1992). Second, people often compare their actual job experiences with early job experiences in other organizations (Louis, 1980).…”

Burnout in Organizational Life

“…While they have never been considered in the context of burnout prevention, human resource managers have used realistic job previews (RJP; e.g., Wanous, 1992) and expectation lowering procedures (ELP; Buckley, Fedor, Veres, Wiese & Carraher, 1998) to manage recruitment, increase organizational commitment, and reduce turnover (Wanous, 1992). RJP and ELP procedures could also be effective tools in reducing burnout to the extent that they adjust newcomer expectations so that they are more consistent with what they will subsequently experience on the job.…”