ABSTRACT
The entry of new employees into organizations has been described as a dual-matching process between the individual and the organization (Wanous, 1980, 1992). One match-up concerns the individual’s abilities–capabilities with the organization’s job requirements. The primary consequence of this match-up is on job performance. A second match-up concerns the individual’s needs–specific job wants with the organizational climates–culture. The primary consequence of this latter match-up is on employee retention-related attitudes such as job satisfaction and organizational commitment, and, ultimately, on retention itself. Recent research supports this model (Vandenberg & Scarpello, 1990).
