Organizational Assimilation: A Multidimensional Reconceptualization and Measure

Abstract

The authors offer a multidimensional reconceptualization of organizational assimilation developed from a reexamination of the Organizational Assimilation Index (OAI). Using a sample of 656 employees in the United States, the OAI was extended to include a seventh factor and used to detect group differences between men and women, managers and nonmanagers, and members with lengthy and short organizational tenure. Evidence for construct validity was found in relationships between the OAI factors and related variables. Results demonstrate the utility of conceptualizing assimilation as a set of interrelated processes that fluctuate based on various characteristics of organizational membership. The authors discuss implications for assimilation research and offer directions for future scholarship in the area.

What Happens Before Full-Time Employment? Internships as a Mechanism of Anticipatory Socialization

“…After the interview, I will follow up with a link to the second survey. Gailliard, Myers, & Seibold, 2010) …”

“…Perhaps because this dimension is so involved, later work separated "familiarity with others" into two parts: "familiarity with coworkers" and "familiarity with supervisors" (Gailliard, Myers & Seibold, 2010).…”

Students' Perceptions of College Classroom Connectedness, Assimilation, and Peer Relationships

“…Indeed, Myers and Knox (2001) found a positive relationship between overt information-seeking strategies and instructor clarity, verbal immediacy, and verbal receptivity suggesting that the information that students seek in the classroom reduces role ambiguity in the classroom. Gailliard, Myers, and Seibold (2010) asserted that organizational assimilation consists of seven dimensions: familiarity with supervisors (i.e., connection with superiors), familiarity with coworkers (i.e., connection with peers), acculturation (i.e., understanding the organization's culture and norms), recognition (i.e., being identified as a valuable and contributing employee), involvement (i.e., taking on added responsibility), job competency (i.e., knowledge of work role), and role negotiation (i.e., individualizing responsibilities). When employees are assimilated successfully into an organization, they report higher levels of organizational identification (Myers & Oetzel, 2003) and job satisfaction (Gailliard et al, 2010), and are less likely to leave the organization (Myers & Oetzel, 2003).…”

“…Gailliard, Myers, and Seibold (2010) asserted that organizational assimilation consists of seven dimensions: familiarity with supervisors (i.e., connection with superiors), familiarity with coworkers (i.e., connection with peers), acculturation (i.e., understanding the organization's culture and norms), recognition (i.e., being identified as a valuable and contributing employee), involvement (i.e., taking on added responsibility), job competency (i.e., knowledge of work role), and role negotiation (i.e., individualizing responsibilities). When employees are assimilated successfully into an organization, they report higher levels of organizational identification (Myers & Oetzel, 2003) and job satisfaction (Gailliard et al, 2010), and are less likely to leave the organization (Myers & Oetzel, 2003). Just as successful organization assimilation breeds a bevy of positive outcomes for the organization and the individual, a host of potential outcomes are present in the college classroom (Jorgensen-Earp & Staton, 1993;Staton, 1990).…”

Acculturation and coping strategies in the workplace

“…Organizational Acculturation Scale -subscale of the Index of Organizational Assimilation (Gailliard et al, 2010). It includes 5 items related to the acceptance and utilization of organizational norms and standards.…”