Abstract
Organisational socialisation scholars endlessly call for investigations on individuals’ self-initiated activities during the transition into a new workplace. The current study aims to discover newcomers as active agents of their socialisation, through identifying the impact of newcomers’ self-leadership on their socialisation into a new workplace. The present study was conducted with hundred and nineteen newcomers (male = 68, female = 51) who have less than one-year work experience in the current organisation working in the banking sector of Sri Lanka. Hierarchical multiple regression was utilised to analyse the data. Results indicated that the three-component of self-leadership: behaviour-focused strategies, natural rewards strategies, and cognitive thought strategies had a significant impact on newcomers socialisation, and these three components of self-leadership explain 35.9% of the variance in newcomers socialisation. Newcomers’ profile variables (gender, marital status, age, and type of appointment) have no influence either on the three components of self-leadership or organisational socialisation. This study, by identifying the impact of the three parts of self- leadership on newcomers’ socialisation in Sri Lankan context extends the organisational socialisation literature and help both organisation and newcomers to understand individuals’ role in the socialisation process.
Highlights
The transition into a new workstation is a problematic experience for newcomers (Cranmer, Goldman, & Houghton, 2019; Saks & Gruman, 2012)
The results showed that newcomers who enact behaviourfocused strategies, natural rewards strategies, and cognitive thought strategies are experienced successful socialisation
The present study aimed to investigate the influence of self-leadership on newcomer’s socialisation
Summary
The transition into a new workstation is a problematic experience for newcomers (Cranmer, Goldman, & Houghton, 2019; Saks & Gruman, 2012). Newcomers attain “the necessary knowledge and skills to perform their role and function effectively in their new social and organisational environment” Organisational socialisation transmits organisational culture to newcomers and influences employee’s attitudes and behaviours (Ashforth et al, 2007). Newcomers’ successful socialisation leads to their well-being, work engagement and retention (James, 2020), and enable organisations to get expected outcomes from the newcomers (Cranmer et al, 2019; James & Azungah, 2019). Successful socialisation allows newcomers to understand the organisation and positively influences the expectation of both the organisation and the newcomers. Unsuccessful socialisation leads to newcomer’s negative attitudes, low performance and high turnover, and hinder the expectations of both the organisation and newcomers (Cooper‐ Thomas & Anderson, 2006)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Free) 
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
