Organizational Entry

Abstract

This study tests an uncertainty model of organizational assimilation assimilation that views assimilation as an active process involving both organizational attempts to form the newcomer (socialization) and the newcomer's efforts to influence the organization (individualization). Results showed that during organizational entry, socialization tactics as well as communication traits, attitudes, and values influence information / feedback-seeking behaviors, which then result in higher attributional confidence and lower role ambiguity. Organizational commitment, communication satisfaction, and role orientation likewise are influenced by organizational and individual antecedents, which then affect information-seeking behavior. Newcomers who actively sought information and became critically involved during early employment were more likely to assume an innovative role profile within the organization.