Abstract
This study examines whether and how the qualities of newcomers’ interpersonal relationships [i.e., leader-member exchange (LMX) and coworker exchange (CWX)] relate to their initial performance and how changes in the qualities of these relationships relate to the changes in performance. To test a latent growth model, we collected data from 230 newcomers at six time points over a 6-week period. The results showed that LMX quality is positively related to initial newcomer performance; however, changes in LMX quality are not statistically significantly related to changes in newcomer performance. In contrast, an increase in CWX quality is positively related to newcomer performance improvement, but the initial quality of CWX does not predict newcomer performance. Furthermore, newcomers’ psychological entitlement moderates the relationship between LMX quality and newcomer performance; newcomers’ conscientiousness moderates the relationship between increases in CWX quality and improvements in newcomer performance. The findings increase our understanding of the newcomer exchange relationship-performance link over time and suggest that future newcomer socialization research explore the initial level of and the changes in these relationships simultaneously.
Highlights
Organizational socialization, which is at its most intense in the initial weeks and months after entry (Van Maane and Schein, 1979), is the process by which new employees acquire the knowledge and skills needed to perform their role and function effectively in the new environment (e.g., Allen et al, 2017)
This study aims to investigate whether newcomers’ interpersonal relationships, during the socialization period are linked to their initial performance and their performance over time
We investigated whether high-quality leader-member exchange (LMX) and coworker exchange (CWX) lead to better newcomer performance and whether newcomer performance improves over time with greater increases in the quality of LMX and CWX
Summary
Organizational socialization, which is at its most intense in the initial weeks and months after entry (Van Maane and Schein, 1979), is the process by which new employees acquire the knowledge and skills needed to perform their role and function effectively in the new environment (e.g., Allen et al, 2017). Research highlights that employee socialization is influenced, to a large extent, by the relationships that employees develop in these early stages of Change in LMX and CWX organizational entry (e.g., Fang et al, 2011). In this regard, previous research has identified “organizational insiders,” such as leaders and coworkers, as key socializing agents (e.g., Ostroff and Kozlowski, 1992; Nifadkar et al, 2012). Developing better interpersonal relationships allows better adjustment to life in a new organization (Saks and Gruman, 2012). Among other traditional outcomes (e.g., job satisfaction and commitment), we propose that newcomer performance could be the objective form of newcomer adjustment, as higher performance indicates a better adjustment to this job role
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
