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Hiring for retention and performance
Author(s) -
Barrick Murray R.,
Zimmerman Ryan D.
Publication year - 2009
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20275
Subject(s) - conscientiousness , psychology , turnover , job embeddedness , personality , job performance , set (abstract data type) , social psychology , big five personality traits , turnover intention , applied psychology , business , demographic economics , job satisfaction , management , extraversion and introversion , economics , computer science , programming language
This study evaluated the usefulness of several pre‐hire variables to predict voluntary turnover and job performance. Analyses showed that applicants who knew current employees, had longer tenure with previous employers, were conscientious and emotionally stable, were motivated to obtain the job, and were confident in themselves and their decision making were less likely to quit, and had higher performance within six months after hire. Results also indicated that pre‐hire attitudes (employment motivation and personal confidence) did not predict turnover and performance beyond biodata (pre‐hire embeddedness in the organization and habitual commitment) and the personality traits (conscientiousness and emotional stability). For all predictors but personality, the strength of the relationships weakened over time up to two years after hire. Nonetheless, organizations can avoid voluntary turnover and increase performance by basing hiring decisions on the set of predictors analyzed in this study. © 2009 Wiley Periodicals, Inc.