Abstract
New employees often question their roles, expectations and fit within the workplace. Reducing these uncertainties is accomplished via a complex process of organizational assimilation (OA), which varies based on the individual, their workplace and environmental shifts. Evidence suggests the effects of organizational change may be especially pronounced in marginalized employees, not only among those from underrepresented groups but also from those lacking established professional networks (i.e. entry-level workers and organizational newcomers). While scholars in other fields have cited the importance of OA, little is known about its determinants in design. Understanding these factors is critical as the field seeks to diversify while facing changing norms. This study employed the Organizational Assimilation Index and Ragins and McFarlin’s Mentor Role Instrument to understand OA determinants. Responses from 92 emerging designers suggest that firm size, market sector and tenure bore little influence on OA. Yet those from underrepresented groups felt significantly less assimilated. Conversely, a mentor’s friendship, coaching and counselling can enhance assimilation. This study’s exploratory findings offer preliminary but important insights regarding those factors that may influence the assimilation of emerging designers. More specifically, it highlights the valuable role of mentorship while lending empirical evidence to potential challenges facing designers from underrepresented groups.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call