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.     

Organizational socialization tactics and newcomer proactive behaviors: An integrative study

The purpose of this study was to examine the relationship between organizational socialization tactics, newcomers’ self-efficacy, proactive behaviors, and socialization outcomes. Based on a sample of 140 co-op university students who completed surveys at the end of their work term, the results indicated that newcomers’ self-efficacy and institutionalized socialization tactics were positively related to newcomer proactive behaviors. The results also indicated that newcomer proactive behaviors partially mediated the relationship between their self-efficacy and organizational socialization tactics with a number of proximal and distal socialization outcomes. Furthermore, feedback-seeking and information-seeking moderated the relationship between socialization tactics and several socialization outcomes. Institutionalized socialization tactics were more strongly related to socialization outcomes for newcomers who engaged in less feedback-seeking and information-seeking behavior. These results support an interactionist approach to organizational socialization in which newcomers’ self-efficacy, proactive behavior, and organizational socialization tactics all contribute to newcomers’ adjustment and socialization.     

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.     

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.     

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.     

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.     

Socialization tactics, proactive behavior, and newcomer learning: Integrating socialization models

The purpose of the study was to examine how socialization processes (socialization tactics and proactive behavior) jointly affect socialization content (i.e., what newcomers learn) and adjustment. Longitudinal survey data from 150 business and engineering graduates during their first 7 months of work indicate that: (1) institutionalized socialization and proactive behavior are each associated with newcomer learning, (2) the socialization processes and learning are each associated with various forms of adjustment, and (3) the socialization processes are associated with adjustment, while controlling for learning. These findings suggest that how newcomers are socialized has substantive and symbolic value over and above what they actually learn.     

Organizational Socialization: A Field Study into Socialization Success and Rate

The last decade has witnessed a resurgence of organizational socialization research. However, a critical question has been neglected: Is there a common underlying pattern to organizational socialization? We investigated newcomer learning, job satisfaction and intent to quit as common indicators of socialization, in research with 222 newcomers at two organizations during the crucial post‐entry period. The results support a learning‐dependent model of newcomer adjustment, with learning in specific domains related to improved attitudinal outcomes. Some aspects of organizational socialization were not uniform across the two organizations, suggesting a need for further development of socialization models and greater accounting for this in organizational socialization research.     

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.     

Context and Message Content During Organizational Socialization

This study examined the socialization experiences of 85 newly hired managers over a 4‐month period. Results indicated partial support for a model proposing a mediating relationship among structured and unstructured socialization contexts, socialization message content, and newcomer adjustment. Performance proficiency message content mediated the impact of fixed and serial tactics on role ambiguity while sequential tactics and trial by fire experiences had a direct effect. Investiture tactics were negatively related to new manager role innovation.     

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.     

恶意报复还是认同驱动?新员工的角色社会化程度对其职场排斥行为的作用机制

以往关于职场排斥形成机制的研究, 主要是基于冲突-报复的视角, 验证了人际冲突对职场排斥具有稳定的预测作用, 而这个解释逻辑很可能对新员工并不适用。本文基于角色认同理论, 考察新员工的角色社会化程度对其职场排斥行为的作用机制。通过对多阶段收集的249对新员工上下级匹配问卷分析发现, 在控制了经典的冲突报复机制之后, 角色认同机制能够解释新员工的职场排斥行为。具体来说, 结果显示：(1)新员工的角色社会化程度负向影响其职场排斥行为; (2)工作疏离感在新员工的角色社会化程度与职场排斥行为之间起中介作用; (3)发展性反馈在新员工的角色社会化程度与工作疏离感的关系中起调节作用; 进一步, (4)发展性反馈调节了工作疏离感对角色社会化程度-职场排斥行为关系的中介作用。本研究结果不仅从理论上拓展了职场排斥行为的研究视角, 为以后的进一步研究提供新的理论框架, 而且从角色认同的视角为组织管理新员工的职场排斥行为提供新思路。     

新员工工作重塑会带来积极的结果吗?领导成员交换与个体传统性的作用

每年都有大量的高校毕业生进入职场。在企业竞争日趋激烈的今天, 如何将这些大学毕业生快速地转变成高绩效的企业员工, 是一个重要的研究议题。基于自我表达的理论视角, 本研究探讨工作重塑能否促进新员工的任务绩效和创造力, 以及领导成员交换和个体传统性如何影响新员工的工作重塑。我们对256名新员工进行4轮的问卷调查, 最终得到125份有效的匹配问卷。数据分析结果显示: (1)工作重塑会正向影响新员工的工作投入, 进而影响他们的任务绩效和创造力; (2)对于传统性比较高的新员工, 领导成员交换可以促进他们的工作重塑; (3)个体传统性正向调节领导成员交换对任务绩效、创造力的间接作用, 当个体传统性高时, 领导成员交换通过工作重塑和工作投入对任务绩效、创造力的积极影响更为显著。本研究从新员工自我表达的视角为组织提升新员工的任务绩效和创造力提供了新的思路。     

Age Differences in Proactive Newcomer Socialization Strategies in Two Populations

We investigated the role of age as a predictor of newcomer socialization behaviors, and documented relationships between specific strategies and subsequent role-relevant outcomes. Academic and retail newcomer populations were each surveyed over three time periods. A negative relationship was found between age and covert forms of information seeking in both samples. Further, the use of covert information seeking was related to lower subsequent levels of role clarity and job satisfaction.     

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.     

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.     

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.     

UNDERSTANDING NEWCOMERS’ ADAPTABILITY AND WORK‐RELATED OUTCOMES: TESTING THE MEDIATING ROLES OF PERCEIVED P–E FIT VARIABLES

Using longitudinal data from a Chinese newcomer sample (N = 671), we investigated the predictive effects of adaptability on newcomers’ work‐related outcomes. Specifically, we tested 4 perceived P–E fit variables (i.e., P–O fit, needs–supplies fit, demands–abilities fit, and P–G fit) as mediators between adaptability variables and newcomers’ work‐related outcomes. Our results showed that after controlling for demographic effects and other personality variables (i.e., proactive personality and openness to experience), newcomers’ adaptability dimensions (i.e., cultural adaptability, work stress adaptability, interpersonal adaptability, and learning adaptability) were differentially associated with improvement in newcomers’ P–E fit perceptions over a 3‐month time period. In turn, the perceived P–E fit variables were related to the newcomers’ work‐related outcomes (i.e., job performance, job satisfaction, and turnover intentions), after controlling for the socialization process variables (i.e., institutionalized socialization experience, role clarity, and job‐related self‐efficacy). The mediating roles of perceived P–E fit variables were also confirmed. Both theoretical and practical implications in terms of adaptability, newcomer adaptation processes, and P‐E fit are discussed.     

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

We draw upon and extend socialization resources theory to explain how organizational newcomers leverage their social capital resources (i.e., vertical access and horizontal tie strength within their communication networks) and personal resources (i.e., core self‐evaluations) to learn about and assimilate into their work and organizations. The findings of a multiwave study of organizational entrants in China reveal the synergistic effects of relational and personal resources for newcomer adjustment. Newcomers learn and assimilate effectively not only when they have vertical connections to high‐status organization members but also when they can compensate for their lack of high‐status connections by leveraging their strong horizontal ties with peers and favorable core self‐evaluations. These findings provide a practical perspective on how to tailor newcomer onboarding practices to facilitate effective newcomer adjustment.     

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.