Organizational Socialization Research Articles

The Importance of Effective Organizational Socialization for Preventing Stress, Strain, and Early Career Burnout: An Intensive Longitudinal Study of New Professionals.

Burnout was originally conceptualized based on experiences of new professionals. Role clarity, task mastery, and social acceptance are recognized as key resources enabling new professionals’ management of the challenges of the new profession. However, relations between these resources and stress, strain, and burnout have not yet been thoroughly investigated at professional entry. Increased understanding of these relations could have implications for strategies to prevent burnout. The aim of the study was to investigate within- and between-individual effects over the first months and relations to burnout at one-year post-entry. Data (n = 322) was collected weekly over the first 13 weeks and again 9 months later. Relationships were modelled using a multilevel regression model and correlation analysis. Results showed that on weeks when participants experienced higher role clarity, task mastery, and social acceptance, they reported significantly less stress, and that participants who experienced higher levels of the resources in general, reported significantly less strain. Levels of the resources at three months were related to symptoms of burnout at 12 months. The study findings provide support of the role of task mastery, role clarity, and social acceptance as resources buffering the impact of demands at professional entry on experiences of stress, strain, and burnout.

Polishing followers' future work selves! The critical roles of leader future orientation and vision communication

Future work self salience (FWSS) refers to a clear and accessible image of possible self-concerning future work that encapsulates individual hopes and aspirations. FWSS guides employees' work and careers and leads to many favorable work consequences, such as work engagement, organizational socialization, and job performance. However, little is known about its antecedents. This research explores how leaders can be leveraged to shape follower FWSS and suggests that follower FWSS is cultivated by future-oriented leaders who communicate visions. Moreover, leader self-integrity is identified as an important boundary condition. The results of a multi-wave, multi-source survey featuring leader-follower dyads indicate that leader future orientation facilitates leader vision communication, which in turn, enhances follower FWSS. In addition, this indirect effect is contingent upon a first-stage moderator, leader self-integrity, such that the indirect effect is more salient when leaders have higher self-integrity. Implications for theory, practice, and future research are addressed.

Localization in the United Arab Emirates: a study of stereotypes, organizational socialization, employability and work outcomes

PurposeThis paper aims to extend the traditional conceptualization of localization, which has largely focused on recruitment, by examining “employability” and “retention” as crucial determinants of localization success.Design/methodology/approachUsing survey data from local (Emirati) employees in private sector organizations in the United Arab Emirates (UAE), the authors develop a holistic model of localization and test the relationships between stereotypes, organizational socialization, employability and retention outcomes, using Smart-PLS.FindingsAmong the main findings are the significant influence of stereotypes on organizational socialization (OS) experiences of Emirati employees, with a negative relationship between “work ethics stereotypes” and perceptions of OS experiences. Strong evidence is also found for the indirect effects of OS experiences on retention of Emirati employees, mediated by employability.Research limitations/implicationsThis study contributes to the literature on localization by examining the relationships between key variables not examined together in previous research. In terms of limitations, the cross-sectional nature of the study prevents the identification of direction of causality among these relationships. Since employee integration, as part of localization efforts, is a gradual process, future research should include longitudinal studies.Practical implicationsEmployability has emerged as a significant challenge for organizations and governments working to implement successful localization initiatives. This study’s findings highlight several opportunities for organizational and governmental policy interventions to support successful localization.Originality/valueThe authors’ holistic model extends localization literature by providing evidence for the role of stereotypes and employability as key constructs to be examined along with OS experiences and retention.

Police recruits' predicted and felt emotions during organizational socialization

AbstractResearch on the honeymoon‐hangover effect suggests that newcomers experience an initial upward increase in job attitudes and motivation upon beginning a new job, followed by a subsequent decline. However, little empirical work has been done to investigate how newcomers feel during this period of adjustment. Despite its relevance, the affective forecasting literature has also not been incorporated in the context of newcomers. In this study, we examined fluctuations in police recruits' predicted and felt emotions (i.e., happiness, anxiety, and anger) during organizational socialization (i.e., 6‐month police academy training). Our results indicated that while their felt happiness did not change significantly, their anxiety and anger levels increased over time, which indicates that their felt affect exhibited a different pattern from that of the honeymoon‐hangover effect. We also found that police recruits' forecasts about their future emotions during the socialization period were generally inaccurate, which is in line with the general affective forecasting literature. Implications, limitations, and future research are discussed.

Scan it, buy it, pay it – customers' psychological contracts as partial employees in retail

PurposeSelf-service technologies (SST) have become more and more pervasive in retail to facilitate autonomous checkout. In this context, customers play an active role and, as such, can be considered as “partial employees.” Partial employees have to perform a wide range of tasks, get rewarded for their work and need to understand the terms of the exchange, all without being subject to a formalized contract. In this research, the authors suggest that partial employees go through a process of organizational socialization that allows them to define the psychological contract they hold with the organization.Design/methodology/approachIn order to investigate the psychological contracts of partial employees, 324 Canadian customers using SST completed an online questionnaire, in which their SST use, psychological contract fulfillment and organizational socialization were measured.FindingsDescriptive analyses highlight that customers as partial employees build a psychological contract with their most frequent retailer, as they perceive not only retailer inducements but also their own contributions. Multiple linear regressions suggest that organizational socialization favors psychological contract fulfillment, but that specific dimensions of organizational socialization are important for employer inducements vs. employee contributions. Moreover, results suggest that the frequency of use of SST as well as the patronage positively predicts psychological contract fulfillment.Originality/valueThis research investigates a specific situation of unconventional employment – that of customers as partial employees with organizations. It contributes to the literature on the psychological contract by broadening its application to new relations and to the literature on customer management by reemphasizing the relevance of the psychological contract in this domain.

ANALISIS FAKTOR-FAKTOR YANG MEMPENGARUHI EFEKTIVITAS PENYUSUNAN RENCANA PENARIKAN DANA (STUDI KASUS PADA UNIVERSITAS NEGERI SEMARANG)

The purpose of this study is to analyze the effect of quality human resource, quality application, reward and punishment, organization management, and socialization and training on the effectiveness of the preparation of cash withdrawal planning. This research method uses primary data with a sample of 92 respondents. The analytical tool used is SmartPLS version 3.3.3. The results of the study show that the quality of human resources and reward and punishment have a positive effect on the effectiveness of the preparation of cash withdrawal planning. Application quality and organizational management have no effect on the effectiveness preparation of cash withdrawal planning. However, socialization and training have a negative effect on the effectiveness of the preparation of cash withdrawal planning.
 Keywords: cash withdrawal planning (RPD), quality human resource, quality application, reward and punishment, organization management, socialization and training

A self-enhancement perspective on organizational socialization: Newcomer core self-evaluations, job crafting, and the role of leaders’ developmental coaching

ABSTRACT Building on a self-enhancement perspective, we connect job crafting and organizational socialization research and propose that, based on their core self-evaluations (CSEs), newcomers use job crafting to create a resource-rich and stimulating work environment and construct a sense of organizational insider status during socialization. We hypothesize a positive reciprocal relationship between job crafting and insider status, and we also propose that leaders’ developmental coaching strengthens the positive effects of CSEs on job crafting and insider status. Survey data were collected from a four-wave sample of 125 newcomers at various organizations in China. The results showed that 1) positive CSEs were associated with more job crafting behaviours as well as higher perceptions of insider status, 2) job crafting and insider status were positively and reciprocally related to one another over time, and 3) leaders’ developmental coaching moderated the positive effect of CSEs on insider status, but not on job crafting, such that the association between CSEs and insider status was positive for higher levels of developmental coaching and non-significant for lower levels of leaders’ developmental coaching. These findings reveal a self-enhancement process during organizational socialization and the important role of leaders’ developmental coaching in such a process.

Behavior change versus stability during the college-to-work transition: Life course and the "stickiness" of alcohol misuse at career entry.

To what extent and under what conditions do college graduates disengage from employment-incompatible behaviors during the college-to-work transition? Drawing from the life course perspective, we proposed a model highlighting considerable stability of employment-incompatible behaviors during initial months of organizational socialization. Our model predicted that maturing out of such behaviors, which is expected by employers and beneficial to career adjustment, would be more likely to occur given a conducive transition context. Using a large dataset tracking graduates from their last semester in college to up to approximately 1.5 years after graduation and with alcohol use as our empirical referent, we demonstrated that a pattern of high-risk drinking behavior may remain even after the transition into full-time employment. We further showed that lower levels of perceived cohort drinking norms and higher levels of mentoring were associated with a higher probability of maturing out, manifesting in a transition from a high-risk drinking profile before graduation to a moderate drinking profile after starting full-time employment. Finally, we found that maturing out was associated with lagged outcomes including lower levels of sleep problems and depression and fewer work days lost to absenteeism, thus underscoring the consequential nature of behavior profile shifts during the college-to-work transition.

Sustainable employment depends on quality relationships between supervisors and their employees on the autism spectrum

Purpose Employment outcomes for individuals on the autism spectrum may be contingent upon employers’ knowledge of autism and provision of appropriate workplace supports. We aimed to understand the organizational factors that influenced the organizational socialization of autistic employees. Materials and methods We wrote nine case histories based on interviews from managers, autistic employees, and job coaches. Intra-case analysis, then cross-case analysis, provided an understanding of organizational factors that lead to sustained employment of autistic employees. Results The quality of the relationship between managers and autistic employees was consistently seen as the key facilitator of organizational socialization and positive employment outcomes of autistic employees. These relationships, however, relied on the skilled facilitation of the job coach during each stage of the employment cycle (hiring, on-boarding, training, performance management), as they had an important role in building a mutual understanding between supervisors and employees. As such, our study draws upon and contributes to leader-member exchange theory. Conclusions Consistent with prior research, our study shows the importance of high-quality relationships between supervisors and supervisees for positive employment outcomes of autistic employees in organization but adds skilled communication facilitation as a novel antecedent to leader-member exchange, as a potentially key factor for autistic employees. Implications for rehabilitation The relationship between the a manager and their employee is an important factor in effective organizational socialization and workplace outcomes for autistic employees. Job coaches can play a crucial role in building mutual understanding and high-quality relationships between managers and employees. Job coaches can support the inclusion of autistic employees by illustrating the multi-faceted socioemotional performance benefits over the longer term.

The effects of a preceptorship program on newcomer nurses’ turnover intention, commitment and job satisfaction: Quasi-experimental study

AimThe aim of the present study was to examine the effect of an organizational socialization model-based preceptorship program on the organizational outcomes of newcomer nurses. BackgroundPreceptorship programs need to be strengthened to ensure the organizational socialization of newcomer nurses. DesignThis study was conducted with a one group pretest-posttest design. MethodsThe sample consist of newcomer nurses from the university hospital of İzmir (N = 56) in Turkey. Data were collected using scales on turnover intention, professional and organizational commitment and job satisfaction. The dependent t-test was used for data analyses. ResultsThe newcomer nurses’ intention to leave their unit and profession, organizational and professional continuance commitment, professional normative commitment and job satisfaction levels were similar at the end of the one-year preceptorship program compared with the baseline (p > .05). It was also determined that the participants’ intention to leave the organization increased (t = −4.153, p < .001), while their affective (t = 4.443, p < .001) and normative commitment to the organization (t = 3.443, p < .001) and their professional affective commitment decreased (t = 7.390, p < .001) by the end of the program. ConclusionsThe organizational socialization model has the potential to be used as an effective framework to improve the organizational outcomes of new graduate nurses. Although organizational socialization meets some dimensions of institutional and professional needs of newcomer nurses in the first year, there is still a need to use different strategies and enrich organizational socialization to support their adaptation process.

A multilevel model of job inclusion of employees with disabilities: The role of organizational socialization tactics, coworkers social support, and an inclusive team context

AbstractThe main objective of this study was to examine the role of social context as a main mechanism to understand how organizational socialization tactics influence job inclusion of employees with disabilities (EWD). Specifically, we analyzed the influence of socialization that employees without disability received by the organization on two indicators of EWD's job inclusion, organizational learning, and desire to stay in the organization. First, we examined the mediator role of social support perceived by EWD in the aforementioned relationships. Second, we used a cross‐level moderating approach to examine how an inclusive team context (affective climate toward disability and stigma shared by team members without disability) impacts on the relationship between EWD's perceptions of social support and both indicators of job inclusion. Our sample was composed by 258 employees included in 66 teams from 15 organizations. Each team included one worker with disability. Two sources of information were used: EWD to measure perceived social support and indicators of job inclusion, and coworkers to measure socialization tactics, team affective climate toward disability, and team stigma. We used multilevel modeling and cross‐level moderation with MPLUS to test our hypotheses. Our results showed that EWD's perceptions of social support mediated the relationship between organizational socialization tactics and both indicators of EWD's job inclusion. Team affective climate toward disability and team stigma moderated the relationship between EWD's perceptions of social support and organizational learning. Thus, the social context showed potential improving EWD's job inclusion. Theoretical and practical implications are discussed.

The legitimization process of social enterprises across development stages: Two case studies

We conduct an inductive dual case study to explore how social enterprises (SEs) gain legitimacy across developmental stages when the institutional environments are underdeveloped. Our analysis suggests that SEs in such contexts could first choose to gain legitimacy through deliberate socialization strategies with micro-stakeholders such as customers and suppliers. Our findings indicate that SEs focus on gaining different aspects of legitimacy over time. During the founding stage, SEs strive to gain relational legitimacy through group socialization to address customers’ demands and concerns. Thereafter, during the growth stage, SEs focus on achieving market legitimacy through task socialization to make their products more competitive in the market. Finally, during the maturity stage, SEs pursue social legitimacy through organization socialization to address the sustainability issue. This study is one of the first to elucidate the role of socialization strategies in SEs’ legitimization process when institutional environments are underdeveloped.

Organizational Socialization and Job Successes of Academic and Public Librarians

This study was designed to explore status and the relationship between organizational socialization and job success of librarians in academic and public libraries. First, 259 librarians of academic and public libraries were selected as the sample. In order to gather data, Chao and Herzberg’s questionnaire in 5-point Likert scale was used. The socialization of librarians was in a favorable status (mean ± SD: 4.18 ± 0.48). The correlation between the socialization of both public and academic librarians with job success was significant (p-value = 0.038 and 0.004, respectively). It is better for managers and decision makers to take appropriate activities to further improve the socialization of librarians and, consequently, increase their career success.

Information experiences of organisational newcomers: using public social media for organisational socialisation

ABSTRACT Although much has been done to understand employee social media uses, our knowledge of how public social media affect information experiences during organisational socialisation is limited. Filling this gap, this study explores organisational newcomers’ use of WeChat, the most popular public social media in China. Findings from interviews with organisational newcomers who primarily use WeChat for work suggest that they find useful official and unofficial information from their companies’ WeChat public accounts, WeChat workgroups, and their coworkers’ posts. Affordances of social media, such as persistence of information and visibility of content, enable distinctive experiences of information receiving and seeking for newcomers. Organisational newcomers obtain information that is otherwise not available in offline settings and seek information in unique ways, such as extracting information from chat histories. Observing conversations in WeChat groups and reading their coworkers’ posts enables ambient awareness of their coworkers and companies, which facilitates organisational identification. Despite the information benefits, the participants also perceived paradoxes in their experience, struggling with whether they should always keep an eye on information from WeChat, being overwhelmed by too much irrelevant information, and being uncertain about which information strategies were appropriate. Implications of this study on research and practice are discussed.

Investigating the Effect of Organizational Socialization and Social Capital on Employee Accountability Emphasizing the Mediating Role of Professional Ethics

Investigating the Effect of Organizational Socialization and Social Capital on Employee Accountability Emphasizing the Mediating Role of Professional Ethics

Exploring the socialisation experiences of female board members

Orientation: The processes that newly appointed female board members undergo to gain the social knowledge and skills to migrate from outsiders to insiders are not well understood.Research purpose: This study aimed to explore the socialisation experiences of female board members in South Africa to determine whether the process is conducive to ensuring these individuals, as newcomers, are better equipped to navigate the challenges and nuances of the board in a short amount of time.Motivation for the study: A paucity of research exists concerning organisational socialisation processes (onboarding) that new female board members undergo to acquire the skills and social knowledge required to migrate from outsiders to insiders. This study intended to fill the gap.Research approach/design and method: A qualitative exploratory research method was followed. An inductive thematic analysis was conducted from semi-structured interviews consisting of 15 female board members from various industries.Main findings: The board organisational socialisation process needs to be strategic, deliberate, collaborative and iterative. A conceptual framework was developed from the summary of findings.Practical/managerial implications: There is a need for organisations to reassess how they perform board organisational socialisation to achieve its intended outcome and maximise the board’s performance and newcomer’s performance predisposed to challenges upon entry.Contribution/value-add: Using the proposed conceptual framework developed in this study, this research can lend itself useful to organisations, leaders and consultants involved in the socialisation of newcomers within non-traditional organisational structures.

Learning the ropes: strategies program directors use to facilitate organizational socialization of newcomer residents, a qualitative study

BackgroundMany residents experience their transitions, such as from medical student to resident, as demanding and stressful. The challenges they face are twofold: coping with changes in tasks or responsibilities and performing (new) social roles. This process of ‘learning the ropes’ is known as Organizational Socialization (OS). Although there is substantial literature on transitions from the perspective of residents, the voices of program directors (PDs) who facilitate and guide residents through the organizational socialization process have not yet been explored. PDs’ perspectives are important, since PDs are formally responsible for Postgraduate Medical Education (PGME) and contribute, directly or indirectly, to residents’ socialization process. Using the lens of OS, we explored what strategies PDs use to facilitate organizational socialization of newcomer residents.MethodsWe conducted semi-structured interviews with 17 PDs of different specialties. We used a theory-informing inductive data analysis study design, comprising an inductive thematic analysis, a deductive interpretation of the results through the lens of OS and, subsequently, an inductive analysis to identify overarching insights.ResultsWe identified six strategies PDs used to facilitate organizational socialization of newcomer residents and uncovered two overarching insights. First, PDs varied in the extent to which they planned their guidance. Some PDs planned socialization as an explicit learning objective and assigned residents’ tasks and responsibilities accordingly, making it an intended program outcome. However, socialization was also facilitated by social interactions in the workplace, making it an unintended program outcome. Second, PDs varied in the extent to which they adapted their strategies to the newcomer residents. Some PDs used individualized strategies tailored to individual residents’ needs and skills, particularly in cases of poor performance, by broaching and discussing the issue or adjusting tasks and responsibilities. However, PDs also used workplace strategies requiring residents to adjust to the workplace without much intervention, which was often viewed as an implicit expectation.ConclusionsPDs’ used both intentional and unintentional strategies to facilitate socialization in residents, which may imply that socialization can occur irrespective of the PD’s strategy. PDs’ strategies varied from an individual-centered to a workplace-centered approach to socialization. Further research is needed to gain a deeper understanding of residents’ perceptions of PD’s efforts to facilitate their socialization process during transitions.

Effect of Organizational Socialization of New Employees on Team Innovation Performance: A Cross-Level Model.

PurposeBased on the Social Information Processing Theory, a cross-level model was conducted to analyze the influence of new employees’ organizational socialization on team innovation performance via the mediating effect of employee voice behavior and the moderating effect of servant leadership.MethodsSurvey data were collected from 352 new employees and 88 leaders at two stages in major Chinese innovation companies. Samples were involved technology and development, production and operation, marketing and sales, and functional management departments. The software Mplus 7.0 and AMOS 22.0 were used to test the hypotheses.ResultsThe cross-level results indicated that organizational socialization directly enhances new employee voice behavior and, accordingly, promotes team innovation performance. Additionally, servant leadership plays a moderating role between organizational socialization and prohibitive voice behavior but has no moderating effect on the relationship between organizational socialization and promotive voice behavior.ConclusionThe results enrich the research on the influencing mechanism of organizational socialization on team innovation performance and provide a theoretical basis and practical guidance for innovation enterprise leaders on how to promote team innovation performance.

Retention intention and job satisfaction of alternatively certified teachers in their first year of teaching

In this study, we investigated retention intention and job satisfaction of 238 first-year alternatively certified (AC) teachers. Drawing on Organizational Socialization Theory, we tested the hypothesis that AC teacher extraversion and perceived school support are positively related to the two variables and mediated by self-efficacy. To test our hypothesis, we applied structural equation modeling. Our results demonstrate that extraversion and perceived social support are positively related to retention intentions and job satisfaction. In addition, self-efficacy serves as a mediator. The findings could help school administrators to better understand how to support and retain AC teachers and thus address teacher shortages.

조직사회화, 직무배태성, 이직의도의 관계- 전문가지향성의 역할 -

It is needed to pay more attention to the content of organizational socialization and its possibilities that have not yet been looked at because related research has been attempted much less than that of other dimensions. Especially, the adaptation factor can not be created without socialization to understand an organization from the inner side of an individual. In addition, turnover intention shall be prevented more systematically by understanding the nature of the concept embedded and its process. Therefore, based on Conservation of Resource Theory this study designed a model that connects the content of organizational socialization, job embeddedness and turnover intention. And it also identified their interaction effects that reflect professional career orientation in order to extend the scope of description of the model. For an empirical analysis of the hypothesis suggested, this study used the survey data for 358 office workers to whom time lag was applied. The results of the study show that goals and values and performance proficiency of organizational socialization have positive effects on job embeddedness. And job embeddedness has a negative effect on turnover intention and it serves as a complete mediator among the contents of organizational socialization. In addition, a moderation effect has been confirmed: the higher the professional orientation, the stronger negative effects of job embeddedness on turnover intention. Therefore, the mechanism using job embeddedness which is the center of the model and management implications originated from professional-oriented perspectives shall be suggested.