Socialization tactics: Antecedents for goal interdependence and newcomer adjustment and retention

This study argues that Deutsch's theory of goal interdependence is useful to examine the dynamics of serial and investiture tactics on newcomer adjustment and retention in work team contexts. Structural equation results of interviews of specific incidents collected from one hundred and two newcomers support the hypothesized model that serial and investiture tactics used by teams promote cooperative goal interdependence and weaken competitive goal interdependence and independent goal relationship between newcomers and their teams. Cooperative goals were also found to promote positive attitudes and strong co-worker relationships whereas competitive and independent goals resulted in intentions to quit and low levels of organizational commitment and job satisfaction.     

Cross‐Functional Team Organizational Citizenship Behavior in China: Shared Vision and Goal Interdependence Among Departments1

This study proposes that a shared organizational vision develops cooperative interdependence among departments that, in turn, facilitates cross‐functional teams' organizational citizenship behavior (OCB). Team members indicated their organizations' shared vision, and leaders indicated the goal interdependence among departments and the OCB of the teams. Structural equation analysis suggested that a shared organizational vision shapes goal interdependence among departments that, in turn, affected the OCB of 101 cross‐functional teams. The analysis suggested combining independent and competitive goals, and this combined measure negatively predicted team OCB. These results suggest that a shared organizational vision and cooperative goals among departments are important foundations for cross‐functional teams to contribute to the effective working of organizations through citizenship behavior.     

SOCIALIZATION TACTICS AND PERSON-ORGANIZATION FIT

We examined how firms' socialization tactics help establish person-organization fit between newcomers and organizations. We used a 3-wave longitudinal design that followed individuals over 2 years: we distributed the first survey before their job search began and the last survey 18 months after their college graduation. Results indicated that newcomers' subjective fit perceptions, as well as changes in their values, were associated with two types of socialization tactics: content (i.e., tactics that are sequential and fixed vs. variable and random) and social aspects (i.e., tactics that emphasize serial and investiture processes rather than disjunctive and divestiture processes). The context dimension of socialization tactics, where socialization is collective and formal (vs. individualized and informal) , was not related to P-O fit in this study.     

Socialization tactics and newcomer adjustment: A meta-analytic review and test of a model

One of the most popular and often studied topics in the organizational socialization literature is Van Maanen and Schein’s [Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. In B. M. Staw (Ed.), Research in organizational behavior (Vol. 1), pp. 209-264. Greenwich, CT: JAI Press.] theory of organizational socialization tactics. Over 30 studies on socialization tactics have been conducted in the past 20 years. In this meta-analysis, we examine the relationships between six socialization tactics and various indicators of newcomer adjustment as well as the moderating effects of study design (cross-sectional vs. longitudinal), measurement scale (use of complete vs. modified tactics scale), and type of newcomer (recent graduates vs. other newcomers). Our results indicate that institutionalized socialization tactics were negatively related to role ambiguity, role conflict, and intentions to quit, and positively related to fit perceptions, job satisfaction, organizational commitment, job performance, and a custodial role orientation. We also found that the social tactics (serial and investiture) were the strongest predictors of adjustment outcomes. The results also indicated that the relationships between the tactics and outcomes were stronger for recent graduates compared to other newcomers; cross-sectional designs compared to longitudinal designs; and when Jones’ [Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers’ adjustments to organizations. Academy of Management Journal, 29, 262-279.] complete scales were used compared to modified versions. Support was also found for a mediation model of newcomer adjustment in which role conflict, role ambiguity, and fit perceptions partially mediate some of the relationships between the socialization tactics and distal outcomes of adjustment. The implications of these results for research and practice are discussed.     

Cooperation, competition and goal interdependence in work teams: a multilevel approach

The aim of this research was to predict cooperative and competitive conflict management styles in 26 new start-up work teams (time 1), and after one year of functioning (time 2) in an automotive company. Vertical-horizontal, individualism-collectivism cultural patterns were used as predictive variables. It was predicted that goal interdependence would moderate the relationship between cultural patterns and conflict management styles. Because of the hierarchically nested data structure, a Multilevel Analysis approach was used. Horizontal and vertical collectivism increased cooperation, and horizontal and vertical individualism increased competition. Only when work teams had been functioning for a year, goal interdependence increased cooperation and interaction effects between goal interdependence and vertical types of individualism and collectivism were observed. Implications for team-building as organizational transformational strategies are discussed.     

Effects of Team Goal Interdependence on Newcomer Socialization: An Experiment in China1

Increased employee mobility and the widespread use of teams underline the importance of understanding the socialization of newcomers into groups. Applying the theory of cooperation and competition, this study experimentally investigated the relationship between team climate and newcomer socialization and performance. We found that a cooperative, in comparison to a competitive or independent team climate strengthened the relationship and interaction between newcomers and the other team members. Thereby, this facilitated newcomer socialization.     

Dispositional and situational goal orientations as discriminators among recreational and competitive league athletes.

The present study examined the relationship between individual goal orientation, motivational team climate, perceived sport competence, and league structure among 216 youth soccer players. It was predicted that competitive league teams would report higher ego-involvement and performance-oriented team climate and lower sport competence than recreational teams. Discriminant analyses indicated that only the mastery-oriented team climate variable differentiated competitive and recreational teams. Athletes who participated in recreational teams reported a greater degree of mastery-oriented climate than competitive league players. The results suggest that athletes' perceptions of situational rather than dispositional aspects of achievement goals are more highly affected by the playing structure present in youth sport teams. The possible psychological benefits derived from the development of a mastery-oriented team climate in sports are discussed.     

The Dynamic Nature of Goals and Message Production as Revealed in a Sequential Analysis of Conflict Interactions

Although message‐production theories often assume that goals behave dynamically to direct communication behavior, few studies consider the interconnectedness of goals and behavior throughout interactions. Here, the interrelationship of communication goals and tactics was examined through a sequential analysis of 47 conflict interactions between close friends or dating partners. It was posited that for both the initiators and resistors in a conflict, the importance of relational or other‐identity goals would be associated with the use of integrative tactics and the importance of instrumental or self‐identity goals would be related to the use of distributive tactics. We examined these predictions within and across partners. Analyses indicated that for both conflict initiators and resistors, the importance of a combination self/instrumental goal predicted the use of distributive tactics and the importance of an other‐identity goal lead to partner‐oriented tactics. For resistors, the importance of an instrumental goal was associated with the use of distributive tactics and the importance of a combination identity/relational goal was aligned with issue‐oriented tactics as well. Across partners, several significant patterns between one partner’s use of distributive or integrative tactics and the other partner’s goals were observed. Implications of the results for understanding conflict and message production are discussed.     

Self-Efficacy and Political Skill as Comparative Predictors of Task and Contextual Performance: A Two-Study Constructive Replication

This study examined how competition within teams influences which type of achievement goals employees adopt. We studied how dispositional learning-goal and performance-goal orientation interact with team-level competition and predict whether team members adopt state learning or performance achievement goals. State achievement goals, in turn, were proximal antecedents of two outcome measures: job-related self-efficacy and supervisory ratings of job performance. The participants were 502 employees and 55 supervisors. Results confirmed that competition was positively associated with state performance goals. Trait performance-goal orientation influenced whether competition was negatively associated with state learning goals. In highly competitive teams, trait performance-goal orientation was negatively related to state learning goals, whereas in less competitive teams, a performance-goal orientation was positively related to state learning goals.     

The influence of perceived accountability and outcome interdependence on goals and effort

Self‐regulatory processes are central to achievement contexts, as individuals spend much of their time in these situations pursuing goals. This study investigated the effects of accountability and outcome interdependence on goal and effort regulation over time. Participants completed five task trials, reporting goals and intended effort prior to each trial and receiving performance feedback after each trial. Hierarchical linear modeling analyses indicated that there was a positive within‐person relationship between performance and subsequent goals. More importantly, findings indicated that the performance–goal relationship was moderated by accountability and the performance–effort relationship was moderated by outcome interdependence. These results reveal that the goal and effort regulation patterns observed in prior studies are influenced by common social contextual factors, leading to different patterns of self‐regulation.     

PATTERNS OF INTERDEPENDENCE IN WORK TEAMS: A TWO-LEVEL INVESTIGATION OF THE RELATIONS WITH JOB AND TEAM SATISFACTION

A questionnaire study in 17 school and 24 engineering teams examined affective reactions to task and goal interdependence at the group and individual level of analysis. Group-level task interdependence was positively related to group members' job and team satisfaction. Within-group differences in the degree of task interdependence were unrelated to affective responses. Interactions revealed that within-group task interdependence is positively related to both job and team satisfaction only if the degree of goal interdependence in the work team is high.     

Impact of Goal and Resource Interdependence on Problem-Solving Success

Abstract

Despite the considerable evidence that cooperation promotes higher individual achievement and greater group productivity than do competitive or individualistic situations, there are conditions under which the opposite may be true. The relative impact of positive goal interdependence and positive resource interdependence on individual achievement and group productivity in a computer-assisted problem-solving task was investigated. Forty-four Black American high school seniors and college freshmen, stratified for ability, sex, and urban or rural background, were randomly assigned to conditions. Positive goal interdependence promoted higher individual achievement and group productivity than did no goal interdependence. The combination of positive goal and resource interdependence promoted higher individual achievement and group productivity than did any of the other conditions, indicating that two sources of positive interdependence are more powerful than one. When used in isolation from positive goal interdependence, positive resource interdependence produced the lowest individual achievement and problem-solving success.     

On the Dimensionality of Jones' (1986) Measures of Organizational Socialization Tactics

One of the most theoretically developed models of organizational socialization is Van Maanen and Schein's (1979) typology of six tactics. Jones' (1986) operationalization of these tactics has been used in most survey studies of the Van Maanen and Schein model. However, questions remain concerning the dimensionality of the operationalization. Self-report data from business school graduates after 4 months (n = 295) and 10 months (n = 222) on the job indicate that: (1) a 6-factor model better approximates the covariance matrix of the socialization items than do competing 1- and 3-factor models, (2) the 6-factor model better predicts certain work adjustment variables than the 3-factor model, and the 3-factor model better predicts certain variables than the 1-factor model, and (3) the collective, formal, sequential, fixed, serial, and investiture tactics are positively interrelated, suggesting a structured program of early work experience.     

How socialization tactics relate to role clarity,cohesion, and intentions to return in soccer teams

Socialization tactics for integrating newcomers into sport teams can be key to the evolution of relationships within the group and can lead to positive or negative consequences throughout the season. For this reason, across two studies with distinct contexts, we sought to unpack the mechanisms through which socialization tactics are related to group and individual outcomes. Study 1 examined the relation between socialization tactics and cohesion, and examined role clarity as a potential mediator of this relation with 170 national-level soccer players. We observed a strong positive association between socialization tactics and cohesion, with role clarity mediating the relation between socialization tactics and Group Integration – Task. Study 2 analyzed the relation between socialization tactics (measured at T1) and intentions to return (measured at T2), with cohesion perceptions (measured at T1) as a mediator of this relation. Results from the responses of 214 club-level soccer players indicated that that Individual Attractions to the Group–Task helped explain the socialization tactics-intentions to return relation. As the arrival of new team members is a persistent and consequential occurrence for team dynamics in sport, our results provide insight into how socialization tactics relate to a range of key individual athlete perceptions about their sport experiences.     

Promoting early adolescents' achievement and peer relationships: the effects of cooperative, competitive, and individualistic goal structures

Emphasizing the developmental need for positive peer relationships, in this study the authors tested a social-contextual view of the mechanisms and processes by which early adolescents' achievement and peer relationships may be promoted simultaneously. Meta-analysis was used to review 148 independent studies comparing the relative effectiveness of cooperative, competitive, and individualistic goal structures in promoting early adolescents' achievement and positive peer relationships. These studies represented over 8 decades of research on over 17,000 early adolescents from 11 countries and 4 multinational samples. As predicted by social interdependence theory, results indicate that higher achievement and more positive peer relationships were associated with cooperative rather than competitive or individualistic goal structures. Also as predicted, results show that cooperative goal structures were associated with a positive relation between achievement and positive peer relationships. Implications for theory and application are discussed.     

Newcomer Information Seeking: Individual and Contextual Influences

This study examined situational and individual influences on the proactive information seeking of newcomers. Task interdependence was expected to be positively related to information seeking, given that it links newcomers to organizational insiders. Newcomers' work related self-efficacy and the physical accessibility of organizational insiders were both predicted to moderate the relationship between task interdependence and information seeking. Usable surveys were completed by 421 co-op students (295 males and 126 females) who had been participating in career-relevant internships for approximately 4.5 weeks. All students were enrolled in an educational programme that rotates students between twelve weeks in class and twelve weeks on internship over a period of five years. Controlling for the number of previous internships and size of work group, results supported the joint moderating effect, with newcomers low on self-efficacy exhibiting greater information seeking when task interdependence and accessibility were high. Applied implications of the results and directions for future research on proactive information seeking and socialization are discussed.     

Building blocks of idea generation and implementation in teams: A meta-analysis of team design and team creativity and innovation

Although organizations increasingly rely on teams to innovate, little systematic knowledge exists about how to design teams to do so. Building on the model of collaborative creativity and innovation and synthesizing findings from published and unpublished studies, this meta-analysis examines the role of team design on team creativity and innovation. We used random-effects meta-analysis to cumulate the correlations between different features of team design and team creativity or team innovation from 134 field studies representing 11,353 teams and 35 studies representing 2,485 student teams. We found that team tenure is curvilinearly related, autonomy-supportive leadership, task interdependence, and goal interdependence are positively related, and demographic diversity and team size are unrelated to team creativity and innovation. Examining meta-analytic path models, we found that task interdependence and supportive leadership positively relate to team creativity and innovation via team collaboration and team potency. In accounting for the literature, we found a dearth of studies examining team processes, some types of diversity such as racial diversity, and the role of team member turnover. We conclude by providing directions for future research and practical guidance about increasing team creativity and innovation through team design.     

Socialization Tactics and Newcomer Information Acquisition

Research on organizational socialization has usually focused on what organizations do to socialize newcomers or on what newcomers do to socialize themselves. The purpose of this study was to integrate these two perspectives of socialization by investigating the relationships between socialization tactics, newcomers' information acquisition (i.e. feedback and observation) and socialization outcomes. Consistent with previous research, socialization tactics and information acquisition were related to socialization outcomes. Furthermore, institutionalized socialization was positively related to the frequency of newcomers' feedback and observation and the frequency of newcomers' feedback and observation was found to mediate several of the relationships between socialization tactics and outcomes. These results suggest that what newcomers can do to socialize themselves (e.g. acquire information through feedback and observation) is partly a function of what organizations do to socialize newcomers (e.g. the use of specific socialization tactics). The implications of these findings are discussed for the development of a more complete and integrated theory of organizational socialization.     

The effects of situational goal orientation and cultural learning values on team performance and adaptation to change

In this paper, we examine the unique effects of situational goal orientation and cultural learning values on team adaptation to change and the moderating role of cultural learning values in the relationship between goal orientation and team performance and adaptation. To do this, we conducted an experiment using a 2 × 2 × 2 repeated-measures factorial design, consisting of high and low levels of learning values, situational goal orientation (i.e., learning goals and performance goals). The experimental task involved two phases: we looked at team performance in Phase 1 and team adaptation to change in Phase 2. Forty 3-person teams were randomly assigned to four experimental conditions and all teams engaged in a complex bridge-planning task. Performance was measured in terms of the quality of the planned bridge. Results showed independent effects of situational goal orientation and cultural learning values on team performance and adaptation to change. Cultural learning values also moderated the relationship between goal orientation and performance and adaptation to change. Finally, the combination of learning goals and high learning values resulted in the highest levels of initial team performance (Phase 1) and adaptation to change and improved performance (Phase 2), as compared to all other examined conditions.