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The effects of post-entry work experiences on the disengagement of graduates and the moderating role of expectations

Researchers have examined the role of post-entry experiences upon outcome variables of graduates but few have studied the indirect effects of pre-entry expectations. It was hypothesized that experiences would directly influence disengagement, whereas expectations would moderate. Five hundred and twenty (520) graduates were surveyed. Results partially supported both hypotheses. It has long been accepted that the majority of recently hired university graduates will voluntarily move within four or five years (Schein, 1964) and that write-off values are considerable for each entrant who quits. Although firms may reduce the turnover rate through financial inducements, this hides the cost of people retained who become disaffected (Andersson, 1996; Nicholson & Arnold, 1991) as early as six months after being hired (Price, 2002). From the point of view of industry, this outcome accounts for a significant waste of human resources. Researchers have therefore shown a considerable interest in factors that influence how graduates respond to confirmed expectations and positive post-hire experiences However, much remains to be learned about the separate and joint effects of expectations and experiences on outcome variables. This paper, conducted with 520 recently hired university graduates, aims to fill this gap by attempting to pursue two objectives: (1) to determine if post-entry work experiences are powerful in changing the disengagement of graduates; and (2) to test the moderating role of pre-entry expectations on the relationships between post-entry work experiences and disengagement of graduates. Work engagement is emerging as a dynamic process, which can be quickly abandoned. According to Marcum (1999), engagement is rooted in various components such as interest, competence, challenge, and job involvement. Disengagement conversely refers to initiate action, unwillingness to get involved or to exert effort for the organization (Bentein, Vandenberghe & Stinglhamber, 2000), as well as lack of identification with organizational values and awareness that compensation for effort is insufficient (Wils, Labelle, Guérin & Tremblay, 1998). For the disengaged, the decision to join-up has the character of irrevocability.