This study examines how newcomers use colleagues as role models in organizational socialization, taking a multiple level approach to organizational socialization as individual, social and cultural learning processes. The newcomers´ most important personal characteristics are expectations, experience, self-confidence and competitive instinct. These personal characteristics were affected by early experience during the first four to six weeks in their new job. The study shows not only the correlation between early experience and personal characteristics, but also reveals a strong correlation between early experience and organizational socialization outcome. Newcomers rely on role models, and as a result of interaction and observation they acquire different qualifications from several role models. The term "multiple contingent role models" is introduced to explain how newcomers use role models.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to investigate how organizational socialization tactics affect newcomers' organizational commitment and learning processes. Design/methodology/aproach -A survey was conducted using a measurement tool based on Van Maanen and Schein's theory on organizational socialization tactics and Kuvaas' measurement tools of organizational commitment. The respondents were newcomers in two large Norwegian government organizations.Findings -It was found that there was no significant relationship between organizational socialization tactics on the context and content dimensions and affective organizational commitment. That means that facilitating formal training and timetables for career development does not necessarily lead to organizational commitment. The research finds, however, a significant relationship between institutionalized social dimensions and organizational commitment. That means providing newcomers with role models and support and acknowledgement from experienced colleagues, positively affect their organizational commitment. Consequently, the extent that newcomers have the chance to participate in work activities and socially interact with established colleagues, positively affect their affective commitment and learning processes.Research limitations/implications -The measurement tool was translated into Norwegian, which might affect losing the validity of two out of six dimensions of organizational socialization. Also, the social dimension only explains 25 percent of the factors resulting in organizational commitment. Thus, other factors need further investigation, also to address the complexity in newcomers' learning processes when facilitating organizational socialization. Practical implications -The paper recognizes the importance of newcomers having access to, and being able to learn from established colleagues through participation and practice in work activities. Originality/value -There are no previous studies of organizational socialization tactics in Norway, and only limited research combining these tactics with organizational commitment, including recognizing organizational tactics' limitation in sufficiently understanding the complexi...

This paper explores what belonging is through the represented experience of people at work. Our aim is to investigate employees' interpretations of belonging at work and its interrelation with the material, aesthetic and emotional aspects associated to the where, the how, the when workplace is inhabited. Design/methodology/approach In line with the practice turn in social sciences, our study uses the visual method (snaplogs), which includes pictures and texts. Findings Belonging is situated in and integrated with social interactions, materiality, emotions and aesthetics. Belonging is about: 1) being part of something, 2) the process of becoming through constant mediation between material aspects and social components, 3) the process of experiencing boundaries and 4) the attempt to perform, engage and participate (and find spaces for shared practices) in a workplace. Together, they constitute the situatedness, the here and now, of experiences of belonging and the perceived interpretation of being one among equals across organizational boundaries. Research limitations Data were only collected at one point in time. We also relied on our own interpretations of pictures and texts and did not involve the informants in the analysis. Practical implications Being, becoming and belonging are comprised of material, social and affective dimensions. These dimensions should be addressed in order for employees to belong at work. Originality/value This study contributes to the belonging literature on perceived interpretations of what belonging is at work. The paper is also original in terms of the visual method used to grasp the practice representation of belonging experiences.

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