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dc.contributor.authorBartlomiejczuk, Greg
dc.date.accessioned2020-11-17T15:58:30Z
dc.date.available2020-11-17T15:58:30Z
dc.date.issued2015-04-01
dc.identifier.other7177853
dc.identifier.urihttps://hdl.handle.net/1813/74522
dc.description.abstractA pressing issue for companies with a strong focus on internal development is maximizing employee performance within a given role before the employee moves into a new position. Further, companies may seek to understand when the performance impact of firm-specific skills is greatest. Job and organizational tenure are some of the most readily available metrics organizations have for their employees. Yet the relationship between tenure and performance is not always clear. Two contrasting theoretical approaches underpin this relationship. Human capital theory suggests that performance should improve over time, because employees accumulate job experience, which provides them with more knowledge, skills, and abilities to apply to their work. In contrast, motivation and job design theories suggest that greater time in a role reduces employee motivation and engagement, resulting in poorer performance. Here, we will examine some findings on the connection between tenure and performance, with an emphasis on job tenure, and apply these conclusions to the unique circumstances of the oil and gas industry.
dc.language.isoen_US
dc.rightsRequired Publisher Statement: Copyright held by the authors.
dc.subjecthuman resources
dc.subjectperformance management
dc.subjectretention
dc.subjectorganizational tenure
dc.subjectjob performance
dc.subjectperformance management
dc.titleWhat are the Relationships Between Job and Organizational Tenure, and Job Performance?
dc.typearticle
dc.description.legacydownloadsWhat_are_the_Relationships_Between_Job_and_Organizational_Tenure_and_Job_Performance.pdf: 2410 downloads, before Oct. 1, 2020.
local.authorAffiliationBartlomiejczuk, Greg: Cornell University


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