Socializing Hungarians in Transylvania,Romania: A case of international organizational socialization

This study was the first to compare organizational socialization of Hungarians (N = 122) and Romanians (N = 193) in Transylvania. Organizational socialization content was measured with the OSI (Organizational Socialization Inventory; Taormina, 1994 Taormina, R. J. 1994. The Organizational Socialization Inventory. International Journal of Selection and Assessment, 2: 133–145. Crossref] , Google Scholar]) and included four domains: training, understanding, co-worker support, and future prospects. The effectiveness of organizational socialization was expressed in terms of global job satisfaction (Rice, Gentile, & McFarlin, 1991 Rice, R. W., Gentile, D. A. and McFarlin, D. B. 1991. Facet importance and job satisfaction. Journal of Applied Psychology, 76(1): 31–39. Crossref], Web of Science ®] , Google Scholar]). When controlling for sample characteristics other than ethnic identity, there were no differences between Hungarians and Romanians on “understanding” and “future prospects”. On the domains “training” and “co-worker support” Hungarian respondents scored lower than Romanian respondents did. In both ethnic groups, “training” and “future prospects” facilitated global job satisfaction. In addition, “understanding” was positively related to global job satisfaction in the Hungarian sample. “Co-worker support” did not predict global job satisfaction. The role of tenure in content areas of organizational socialization and global job satisfaction was explored: There were no relations. Implications for the professional field discuss the provision of training, the facilitation of co-workers to act as socializing agents, and the information on future career opportunities.