Organizational commitment through organizational socialization tactics

Abstract

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...

Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

“…Previous studies in the West have reported that supervisory support for training and OC are significantly related (Bartlett, 2001;Bulut & Culha, 2010) but some other studies found insignificant relation (Filstad, 2011) or significant but negative relation (Smeenk, Eisinga, Teelken, & Doorewaard, 2006). The reasons of such mixed results may partly be because of market imperfection in which a company is not always successful to employ a person whose skill is compatible to what the company needs.…”

The effect of the organizational socialization on organizational commitment and turnover intention with regard to moderate effect of career aspirations intention

“…Kleine et al (2005) noted that realism of pre entry knowledge and agent helpfulness, the two indicators of early socialization experiences, were associated with greater role clarity, job satisfaction, and organizational commitment. On the other hand, Filstad (2011) reported 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.…”

Role of Authentic Leadership in Organizational Socialization and Work Engagement among Workers

“…The evidences of different authors show, on the one hand, as the relations of mutual support and the support received from colleagues during the socialization, facilitates the creation of commitment to the organization (Calderon-Mafud et al, 2015;Filstad, 2004Filstad, , 2011Meyer et al, 1998;Mitus, 2006;Tierney, Bauer & Potter, 2002). On the other hand, training, emotional support and the functional understanding that a worker gets his companions acts to enable it to deal with the organizational changes that forced him to clarify their role constantly (Feldman, 1981).…”

“…Such characteristics are presented in the authentic leadership , Avolio, Gardner, Walumbwa, Luthans, & May, 2004Danielson, 2004;Gardner, Avolio, Luthans, May, & Walumbwa, 2005;Taormina, 2009). Moreover, it has been established that the Organizational Socialization is linked with the commitment and job satisfaction, as a result of workers perceive greater certainty to learn the rules of the job, get the support of their coworkers and to understand how it is the functioning of the organization (Autry & Daugherty, 2003;Chao, O'Leary-Kelly, Wolf, Klein, & Gardner, 1994;Filstad, 2004Filstad, , 2011Meyer, Allen, & Topolnystky, 1998;Mitus, 2006;Schmidt, 2010;Taormina, 1997;Tierney, Bauer, & Potter, 2002). However, there is little empirical evidence of the role played by the organizational socialization and leadership in the psychological states underlying productivity, like motivation and proactivity.…”