The neglected role of proactive behavior and outcomes in newcomer socialization

This study examined the direct, mediating, and moderating effects of proactive outcomes in the relationship between newcomer proactive behaviors and socialization outcomes. Based on a sample of 204 co-op university students who completed surveys at the end of their work term, the results indicated that newcomers who more frequently engaged in a proactive behavior (e.g., information seeking) were more likely to receive the corresponding proactive outcome (e.g., information). We also found that proactive outcomes mediate the relationship between proactive behaviors and socialization outcomes and several of the proactive behaviors were more strongly related to socialization outcomes for newcomers who obtained more proactive outcomes. These results indicate the important yet previously neglected role of proactive outcomes for understanding the relationship between newcomer proactive socialization behaviors and outcomes.     

Interindividual differences in intraindividual changes in proactivity during organizational entry: a latent growth modeling approach to understanding newcomer adaptation

Intraindividual change over time is the essence of the change phenomenon hypothesized to occur in the individual newcomer adaptation process. Many important adaptation questions cannot be answered without an adequate conceptualization and assessment of intraindividual change. Using a latent growth modeling approach to data collected from 146 doctoral program newcomers over 4 repeated measurements spaced at 1-month intervals, the authors explicitly modeled interindividual differences in intraindividual changes in newcomer proactivities (information seeking, relationship building) and proximal adaptation outcomes (task mastery, role clarity, social integration) during organizational entry. Results indicated that changes in proactivity may be related to newcomer characteristics and adaptation outcomes in interesting ways that have not been previously examined.     

Curiosity adapted the cat: the role of trait curiosity in newcomer adaptation

Using longitudinal data from 123 newcomers across 12 telemarketing organizations, we examined the role of 2 forms of trait curiosity (specific and diversive) as antecedents of proximal adaptation behaviors (information seeking and positive framing) and more distal, in-role and extra-role behaviors (job performance and taking charge). Results suggest that specific curiosity predicts information seeking behaviors, whereas diversive curiosity promotes positive framing. Results also support the relationship between positive framing and performance and the extra-role behavior of taking charge. Overall, the study validates the role of curiosity as a multifaceted individual difference that serves as an antecedent to newcomer adaptation.     

Influences on Newcomers' Adjustment Tactic Use

In recent years, organizational socialization research has focused increasingly on the tactics that newcomers use to guide their own adjustment. Various subsets of adjustment tactics have been studied, with minimal rationale as to why newcomers would use different behaviors. We present a typology for newcomer adjustment tactics, comprising opportunistic, self‐determined, and shared behaviors, to categorize and integrate all newcomer adjustment tactics identified to date. Next, we propose a model in which tactic use is a function of cost–benefit analyses – on performance, ego, and social dimensions – influenced by individual and contextual factors. This integrates the diverse literatures on socialization, adjustment, information seeking, feedback seeking, and coping. Integrating our initial tactics categorization and the cost–benefit model, we present a robust set of propositions that inform newcomers' perceptions and use of adjustment tactics. We conclude by presenting theoretical and practical implications for newcomer adjustment.     

A Test of a Model of New Salespeople’S Socialization and Adjustment in a Collectivist Culture

Drawing largely on organizational socialization theory and its derivations, such as uncertainty reduction and sense-making theory, the authors propose and test empirically a process model of newcomer salesperson socialization in the South Korean context. The results indicate that both organization-initiated and newcomers’ proactive socialization tactics (i.e., seeking performance feedback and information seeking, building relationships and networks) significantly influence newcomers’ perceived level of accommodation (i.e., role clarity and social integration) and thus their adjustment to the new work environment (i.e., level of organizational commitment, job performance, and job satisfaction). The authors discuss the theoretical and managerial implications and present future research directions.     

Perceived similarity, proactive adjustment, and organizational socialization

The present study explores how perceived demographic and attitudinal similarity can influence proactive behavior among organizational newcomers. We propose that newcomers who perceive themselves as similar to their co-workers will be more willing to seek new information or build relationships, which in turn will lead to better long-term adjustment. Results from a three-wave field investigation of newcomer proactive behavior show that newcomer perceptions of surface-level similarity to the rest of the work group in education and gender increased proactive adjustment behavior. Contrary to our expectations, perceived similarity in terms of age decreased proactive adjustment behavior—in other words, newcomers who were significantly different from their co-workers in age engaged in more proactive adjustment behaviors. Deep-level similarity in terms of work style was associated with higher levels of role clarity, but this relationship was not mediated by proactive adjustment behavior.     

The role of organizational insiders' developmental feedback and proactive personality on newcomers' performance: an interactionist perspective

Drawing from an interactionist approach and feedback research, we examine the role of developmental feedback and proactive personality on newcomer task performance and helping behavior. Data were collected from 2 high-tech joint-ventures within the information technology and manufacturing industries located in Shanghai, China. Results based on 151 newcomer-manager dyads showed that supervisor developmental feedback (SDF) positively related to newcomer helping behavior and that SDF and coworker developmental feedback interactively predicted newcomer task performance. We also found differential moderating effects of proactive personality: SDF more strongly related to helping behavior when proactive personality was lower; conversely, coworker developmental feedback more strongly related to helping behavior when proactive personality was higher.     

Proactive Socialization and Behavioral Self-Management

The purpose of this study was to examine behavioral self-management as a form of newcomer proactive socialization behavior. A longitudinal field study was conducted with a sample of 153 entry-level professionals who completed questionnaires during their first month of entry and 6 months after entry. The results indicated that self-management behavior was related to newcomers’ general anxiety and stress at entry, and to internal motivation, ability to cope, and task-specific anxiety 6 months later. In addition, anxiety and stress at entry were found to mediate the relationships between self-management and ability to cope and task-specific anxiety. The research and practical implications of these findings are discussed. It is recommended that future research integrate the self-management and information seeking perspectives to provide a more complete theory of proactive socialization.     

Costs and Benefits of Newcomer Adjustment Tactics

Research on information seeking, feedback seeking, and newcomer proactive behavior reveals that employees use various criteria in deciding how to act. This article investigates an integrative framework for such criteria proposed by Cooper‐Thomas and Wilson, comprising three domains (performance, ego, social) and two factors (cost, benefit). Three independent scenario‐based studies were used to test their model. The results supported some propositions of the model, such as the primacy of performance concerns, yet failed to support other propositions, with benefits consistently predominating over costs. Factors that might underlie the contradictory results were systematically controlled for, namely the sample, hypothetical scenario, and initial asset position. Theoretical and practical implications are discussed.     

Newcomer adjustment during organizational socialization: a meta-analytic review of antecedents, outcomes, and methods

The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover). The results generally supported this model. In addition, the authors examined the moderating effects of methodology on these relationships by coding for 3 methodological issues: data collection type (longitudinal vs. cross-sectional), sample characteristics (school-to-work vs. work-to-work transitions), and measurement of the antecedents (facet vs. composite measurement). Discussion focuses on the implications of the findings and suggestions for future research.     

Cultural Differences in Newcomer Feedback Seeking: A Comparison of the United States and Hong Kong

Les travaux sur la recherche de feedback de la part des nouveaux arrivants peuvent s’appuyer sur des présupposés qui ne sont pas universellement valides, à savoir que les nouveaux arrivants font preuve d’auto‐affirmation, qu’ils jugent leur patron accessible (faible distance hiérarchique) et qu’ils doivent faire preuve d’initiative pour obtenir l’information dont il ont besoin, ce qui relève d’un processus de socialisation individuelle et informelle. Dans cette étude sur les nouveax arrivants, les Americains signalèrent plus de demandes de feedback que les gens de Hong Kong. Cette divergence est à rapporter aux différences culturelles dans l’auto‐affirmation et la distance hiérarchique. Ces résultats suggèrent que certains des présupposés implicites concernant la recherche de feedback de la part des nouveaux arrivants peuvent voir leur validité remise en cause en debors des Etats‐Unis. En particulier, les nouveaux arrivants vivant dans des sociétés communautariste et à grande distance hiérarchique sont moins susceptibles de faire appel à la rétroaction centrée sur le supérieur pour réduire l’incertitude et gérer leur efficacité professionnelle. Research on newcomer feedback seeking may be based on assumptions that are not universally valid: that newcomers are self‐assertive, that they perceive their boss as approachable (low power distance), and that they need to be proactive to obtain the information that they need (informal, individual socialisation process). In this study, individuals from the United States reported more newcomer feedback inquiry than individuals from Hong Kong. This difference was related to cultural differences in self‐assertiveness and power distance. These results suggest that some of the implicit assumptions about newcomer feedback seeking may be less valid outside of the US. In particular, newcomers within low‐individualism and high power distance societies may be less likely to rely on supervisor‐focused feedback inquiry for reducing uncertainty and managing their performance.     

Retention and Recall: Incidental Learning of Visual and Auditory Material

This study examined the effect on observer agreement of switching from a system of overt reliability assessment to two successive systems of covert reliability measurement. A primary purpose was to see whether agreement obtained with the use of covert data checks would improve over time if observers were provided with accurate feedback regarding their level of agreement. Seventeen undergraduate psychology students served as Ss. They observed instructional interactions between preschool children and their teachers. During the two week “overt” check period (Phase I), observers were aware of when their observations were being “checked” by a previously designated reliability assessor. In the subsequent covert phases (weeks 3–7) this information was not available to them during the observational sessions. When covert monitoring was implemented, agreement rates initially dropped significantly below the “overt” measurement phase. Gradually agreement rates improved until, in weeks 6 and 7, they were not significantly different from the initial overt measures. Es should be aware that an overt check on observer agreement may not reflect the true reliability of an observational system. However, when observers are given accurate feedback on their level of agreement, they are able significantly to improve their vigilance and consistency in the use of the observational system.     

Age differences in coping with chronic illness

We examined the correlation between age and six coping strategies in a sample of 151 middle-aged and older chronically ill adults. Coping strategies included cognitive restructuring, emotional expression, wish fulfilling fantasy, self-blame, information seeking, and threat minimization. Older adults were less likely to use emotional expression or information seeking than were middle-aged adults in their efforts to cope with the illness. These strategies were related to age even when numerous illness characteristics (e.g., physical limitations) were used as control variables. Interaction effects showed that older adults who perceived their illnesses as highly serious were less likely than were others to cope by seeking information, reconstruing their illness as having positive aspects, or engaging in wishfulfilling fantasies, and more likely to cope by simply minimizing the illness's threat. Consideration of related research studies suggests that the age differences in emotional expression may be due to age-related shifts in the types of stresses experienced, whereas the age differences in information seeking may be more strongly linked to cohort phenomena.     

Relations between covert orienting and filtering in the development of visual attention

This study examined a widely held assumption concerning the development of visual attention, namely, that different aspects of visual selectivity depend on common processing resources. Observers aged 5, 7, 9, and 24 years participated in a speeded classification task designed to examine the relations between covert shifts of attention and filtering. There were three important findings: (1) covert orienting and filtering share processing resources, (2) the ability to orient covertly to a target location and to filter competing information on the same trial became more efficient with age, and (3) 5 year olds were able to filter as efficiently as adults when target location was precued. The implications of these results for theories of attentional development are discussed.     

Organizational entry and exit: An exploratory longitudinal examination of early careers

New college graduates' perceptions of organizational entry constructs were measured at the end of the first year of employment and related to subsequent turnover as well as work attitudes 3 years later in a longitudinal design. The research design examined the simultaneous effects of entry constructs for the first time in an exploratory model. The combined effects of individual readiness, organizational tactics, individual tactics, entry process perceptions, perceived job characteristics, learning, expectations, and coping responses on subsequent turnover and job attitudes of newly employed college graduates were investigated using hierarchical logistic regression. Aspects of preemployment anticipation, organization receptivity, adaptation difficulty, meeting with person previously in the position, feedback seeking, and organization attachment correctly predicted 73.3% voluntary turnover after Year 1. Organization entry constructs and first year attitudes explained 45% of the variance in organizational commitment and 48.9% of organizational attachment 3 years later. Preliminary evidence suggests mediated causal paths link other aspects of newcomer perceptions, work attitudes, and turnover.     

Socializing the newcomer: The mediating role of leader–member exchange

We expand organizational socialization research by integrating social exchange theory, specifically leader–member exchange (LMX), as an important mediator in explaining newcomer attachment to the job, occupation, and organization. Using temporally-lagged data from 213 newcomers across 12 telemarketing organizations, we found that newcomer perceptions of LMX mediate the association between supervisory socialization tactics (i.e. supervisory job-focused advice, guidance, and role modeling) and occupational identification as well as between supervisory socialization tactics and perceived person-organization fit – but not between supervisory socialization tactics and job satisfaction. Our study specifies (1) LMX as a compelling mediating mechanism within the new employee ‘on-boarding’ process and (2) the immediate supervisor as an important relational source for newcomer attitudes.     

The “Saying Is Repeating” Effect: Dyadic Communication Can Generate Cultural Stereotypes

It has been long established that interpersonal communication underpins the existence of cultural stereotypes. However, research has either examined the formation of new or the maintenance of existing stereotypes. In a series of three studies, the present research bridges the gap between these phases by showing that newly formed stereotypes can spread through repeated dyadic communication with others. The stereotypic representation arose due to the audience tuning in to communication to a first audience. Further transmission to two types of subsequent audiences was simulated: a newcomer and an old-timer with an unknown attitude towards the target. A “saying-is-repeating” effect was obtained: the stereotypic representation was invariably transmitted to the newcomer, regardless of whether communicators personally believed in the bias; perceived group-level consensus moderated its transmission to the old-timer. These findings demonstrate that once a stereotypic representation is formed, it is likely to spread in a community and potentially become a cultural stereotype.     

Getting What's New from Newcomers: Empowering Leadership,Creativity, and Adjustment in the Socialization Context

Researchers consistently argue that organizations need to generate creative ideas to ensure long‐term success and survival. One possible solution for increasing creativity is to inject “fresh blood” into the organization by hiring new employees. However, past work suggests there may be a number of impediments that stifle newcomer creativity and, further, that encouraging newcomer creativity may compromise other adjustment outcomes. Accordingly, the present research examines how empowering leaders, in conjunction with contextual and relational factors (i.e., organizational support for creativity and newcomers' trust in leaders), facilitate newcomer creativity. Study 1 indicates that empowering leadership positively predicts newcomer creativity and that this relationship is contingent on the organizational context. Study 2 reveals that a more specific and proximal contextual socialization factor–newcomers' trust in leaders–is a more potent moderator than organizational support for creativity. Further, these predictors operate through creative process engagement to influence creativity. Finally, results indicate positive links between empowering leadership and role clarity, attachment, and task performance, suggesting that empowering leadership may serve as an important, albeit overlooked, socialization tactic.     

The role of overt and covert self-rules in establishing a daily living skill in adults with mild developmental disabilities

The purpose of the current study was to explore the use of overt and covert self-rules in the acquisition, maintenance, and generalization of a chained task by adults with mild developmental disabilities. This research differed from previous research in that the experimenter did not deliver reinforcement for correct responses during training, and we examined the correspondence between each self-rule statement and each subsequent response on each trial. Results showed that the self-rules participated in control over participants' responding, in that the skill was acquired and shown to generalize in the absence of experimenter-delivered reinforcement. Moreover, performance was shown to deteriorate when the emission of overt, but not covert, self-rules was blocked.     

The search for meaning in (new) work: Task significance and newcomer plasticity

Using temporally-lagged data from 146 business and engineering newcomers, we found evidence for a “positive side” of plasticity theory (Brockner, 1988, p. 547) in fostering newcomer adjustment. Specifically, as predicted, we found that higher newcomer generalized self-efficacy positively moderates the association between job design (i.e., task significance of the newcomer's job) and newcomer attitudes (in our study, organizational identification, job satisfaction, intentions to quit). Our findings promote plasticity theory as readily applicable to both newcomer adjustment and positive organizational scholarship.