New Employee Development Tactics: Perceived Availability, Helpfulness, and Relationship with Job Attitudes

This study examined the availability and helpfulness of twenty new employee development tactics and their relationship with seven job attitudes. Bachelor's graduates surveyed twelve months after graduation (n = 378) reported low availability of many tactics but high perceived helpfulness. Multiple regression analyses revealed strong correlations (R = .50–.58) with satisfaction, commitment, intent to quit, psychological success, and post-decision dissonance. The most important tactic was allowing new employees to fully utilize their skills and abilities. Implications for new approaches to new employee development in organizations and for human resource professionals are discussed.