Costs and Benefits of Newcomer Adjustment Tactics

Cooper‐Thomas, Helena D.; Stadler, Matthias

doi:10.1111/ijsa.12104

Cited by 8 publications

(4 citation statements)

References 90 publications

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“…Future research should examine whether the trajectory of change and effects of feedback seeking differ across characteristics, such as the type of information sought, the FSB strategy (i.e., inquiry vs. monitoring), or the feedback source. For example, newcomers seek information mainly through monitoring (Cooper-Thomas & Stadler, 2015; Morrison, 1993b). This covert behavior is less costly than direct inquiry to the supervisor (Ashford et al., 2003); hence FSB through monitoring may decline less drastically during entry.…”

Section: Discussionmentioning

confidence: 99%

A Dynamic Model of the Effects of Feedback-Seeking Behavior and Organizational Commitment on Newcomer Turnover

Vandenberghe

Landry²,

Bentein

et al. 2019

Journal of Management

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Theory and conventional wisdom suggest that progressive reduction of feedback-seeking behavior (FSB) during entry is indicative of work adjustment. We argue that a downside of this process is that newcomers' social integration and acculturation may be weakened. This suggests declining levels of FSB may result in decreased organizational commitment across time and ultimately greater turnover likelihood. These predictions were examined in two longitudinal studies (Study 1: N = 158; Study 2: N = 170) among newcomers. In both studies, FSB by supervisor inquiry was found to decline across time, and the decrease in FSB preceded a steeper decline in affective organizational commitment. In Study 1, the decline of commitment also resulted in a steeper decrease in FSB. Study 2 further found the decline in commitment to mediate the relationship between the decrease in FSB and increased turnover intention. Finally, increased turnover intention mediated the relationship between the decline in commitment and increased turnover the following year. Bridging research on FSB and organizational commitment, these findings shed new light on the influence of the dynamics of FSB on newcomer turnover.

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Section: Discussionmentioning

confidence: 99%

A Dynamic Model of the Effects of Feedback-Seeking Behavior and Organizational Commitment on Newcomer Turnover

Vandenberghe

Landry²,

Bentein

et al. 2019

Journal of Management

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“…Scholars have theorized that seeking behaviors are driven by a benefit–cost calculation (Anseel et al., 2007; Cooper‐Thomas & Stadler, 2015; Larson, 1989; Levy et al., 1995; Miller & Jablin, 1991; Morrison & Bies, 1991). In terms of benefits, employees may perceive the information they can obtain via seeking and/or the act of seeking itself as instrumental to achieving their goals (referred to as utility benefits ).…”

Section: Rst and Antecedents Of Seeking Behaviorsmentioning

confidence: 99%

“…Seeking behaviors are effortful, but they do not necessarily result in tangible gains for seekers, who may obtain incorrect insights or fail to secure assistance (Northcraft et al., 2011). Moreover, as asking others for input or assistance may reveal negative insights about oneself or adversely impact others’ impressions, employees may refrain from seeking (Ashford & Cummings, 1983; Bamberger, 2009; Cooper‐Thomas & Stadler, 2015).…”

Section: Introductionmentioning

confidence: 99%

A reinforcement sensitivity theory view of seeking behaviors at work: A meta‐analysis

Sherf

Croitoru

McElroy

2023

Personnel Psychology

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Scholarship on seeking behaviors, which refer to deliberate attempts to obtain information or assistance from others, has emerged in multiple silos (e.g., feedback‐seeking, information‐seeking, help‐seeking, and advice‐seeking). Furthering recent synthesis attempts, we draw on reinforcement sensitivity theory (RST) to generate novel predictions concerning the causes of explicit and implicit seeking behaviors and clarify the inconsistencies between theoretical predictions and empirical findings noted in past reviews. We test our arguments through a meta‐analysis of 393 samples drawn from management and applied psychology research. In doing so, we uncover nuances in the associations between seeking behaviors and work outcomes (e.g., in‐role performance and creativity). We discuss how our theorizing and findings challenge, refine, and extend the existing knowledge concerning seeking behaviors at work, provide methodological and practical recommendations, and identify directions for future research.

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“…And excessive feedback-seeking may be understood as a means to impression management for new employees' showcase to get the good initial effect from their supervisor (De stobbeleir et al, 2010), which could have a potential adverse effects on their performance appraisal instead. Besides that, if newcomers spend excessive efforts on some areas unrelated to the job, they have to work overtime, and this, in turn, will lead to stress, anxiety and possible work-life conflict (Cooper-Thomas, 2015). Hence, studies may shift to boundary conditions of how proactive socialization behaviors play a positive role.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Understanding career advancement of newcomers from perspective of organizational socialization

Gao

Yan

2020

CMS

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Purpose The purpose of this paper is to investigate how to facilitate newcomers’ career advancement within an organization and diminish their intention to quit from the perspective of socialization. In addition, the moderating role of the type of newcomers on the relationship between socialization tactics and career advancement, and consequently, on the mediating effect of newcomers’ proactive socialization behavior, will be examined. Design/methodology/approach Longitudinal survey research was conducted in the tertiary industry in four large cities of China. Regression analysis and bootstrapping method were used to verify the hypothesized relationships. Findings Organizational socialization tactics could have positive effects on newcomers’ proactive socialization behavior and promotion prospects. And newcomers’ proactive socialization behavior partly mediates the relationship between organizational socialization tactics and their promotion prospects. The type of newcomers moderates the relationship between proactive socialization behavior and promotion prospects and also the mediation effect of proactive behavior, which says a moderated mediating effect. Practical implications Employers should put more value on college recruitment, making good use of social media tools in particular. And they should also select applicants with proactive personality traits. Finally, a series of structured orientation programs should be implemented for all newcomers. Originality/value This study contributes evidence for career advancement as one of the distal socialization outcomes, the moderating role of the type of newcomers on the relationship between socialization and career advancement, and the classification as graduates from school and experienced newcomers from other organizations holds significance to examine newcomers’ socialization.

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Costs and Benefits of Newcomer Adjustment Tactics

Cited by 8 publications

References 90 publications

A Dynamic Model of the Effects of Feedback-Seeking Behavior and Organizational Commitment on Newcomer Turnover

A Dynamic Model of the Effects of Feedback-Seeking Behavior and Organizational Commitment on Newcomer Turnover

A reinforcement sensitivity theory view of seeking behaviors at work: A meta‐analysis

Understanding career advancement of newcomers from perspective of organizational socialization

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