New employee development tactics: Perceived availability, helpfulness, andrelationship with job attitudes

This study examined the availability and helpfulness of twenty new employee development tactics and their relationship with seven job attitudes. Bache lor's graduates surveyed twelve months after graduation (n = 378) reported low availability of many tactics but high perceived helpfulness. Multiple r egression analyses revealed strong correlations (R = .50 - .58) with satisf action, commitment, intent to quit, psychological success, and post-decisio n 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.