Abstract
Organizational socialization literature has long emphasized learning organizational culture upon entry. However, most previous socialization studies have largely focused on learning job skills, such as role clarity and task mastery. Focusing on emotional culture, the author provides a review about the roles of emotions in an organizational socialization context. Further, drawing upon the organizational socialization and emotion literature, the author builds a theoretical model, an emotional model of organizational socialization highlighting how newcomers adjust to the emotional culture within an organization, which ultimately leads to successful organizational socialization. This article provides new conceptual insights into the roles of newcomers’ adjustment to an emotional culture in a socialization context, providing fruitful ways for future empirical testing.
Highlights
Organizational socialization, “the process by which newcomers make the transition from being organizational outsiders to being insiders” (Bauer et al 2007, p. 707), is critical for workplace sustainability because organizations must hire new employees on a continuous basis for workplace sustainability (Price 2009)
Organizational socialization involves newcomers’ cognitive processes during entry, such as ‘learning the ropes’, they experience affective events putting them into situations where they must emotionally interact with other organizational members
Focusing on the emotional culture, the theoretical model presented in this study provides a more systematic and comprehensive view on how newcomers adjust to the organizational culture, which leads to successful socialization
Summary
Organizational socialization, “the process by which newcomers make the transition from being organizational outsiders to being insiders” (Bauer et al 2007, p. 707), is critical for workplace sustainability because organizations must hire new employees on a continuous basis for workplace sustainability (Price 2009). Organizational socialization, “the process by which newcomers make the transition from being organizational outsiders to being insiders” Organizational socialization processes help newcomers internalize the values, norms, and cultures of the organization (Haski-Leventhal and Bargal 2008) and even reshape the organization’s character (Birnholtz et al 2007), which plays an important role in developing sustainable competitive advantages (Ross Wooldridge and Minsky 2002). Organizational socialization involves newcomers’ cognitive processes during entry, such as ‘learning the ropes’, they experience affective events putting them into situations where they must emotionally interact with other organizational members. Emotional management and expressions are pivotal in social relationships because they affect others’ emotional or behavioral reactions by triggering inferential processes (Parkinson et al 2005; Reis and Collins 2004; Van Kleef 2009). Managing and expressing one’s emotions is an integral part of organizational lives (Ashkanasy et al 2017) because “a key component of work performed by many workers has been the presentation of emotions that are specified and desired by their organizations”
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