Organizational socialization tactics: determining the relative impact of context, content, and social tactics

Perrot, Serge; Bauer, Talya N.; Roussel, Patrice

doi:10.3917/grhu.086.0021

Cited by 12 publications

(11 citation statements)

References 52 publications

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“…Although social tactics are commonly documented to exert the strongest effect on employee responses in work settings, the relative influence of context, content, and social tactics was found to vary across different responses. For example, Perrot et al (2012)'s study argued that social tactics were the most powerful predictor for learning outcomes, whereas content tactics were the strongest predictor for role innovation. Our study observed that among three OSTs, the impacts of social tactics on all three types of proactive behavior are strongest and the impacts of context tactics were generally weakest, with no significant relationship between context tactics and self-management found.…”

Section: Discussionmentioning

confidence: 99%

Improving employees’ proactive behaviors at workplace: The role of organizational socialization tactics and work engagement

Nguyen

Bui

Nguyen³

2020

Journal of Human Behavior in the Social Environment

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This study examines the relationship between organizational socialization tactics (context, content, and social tactics), employees' work engagement and their proactive behaviors (relationship building, positive framing and self-management). Based on a sample of 675 Vietnamese young graduated employees with highly academic background, under 35 years old and with less than 5-year working experience at their organization, the results of questionnaire survey showed that institutionalized socialization tactics can increase Vietnamese employees' proactive behaviors and their engagement to work, and in its turn, work engagement encourages proactive behaviors at workplace. Among three types of socialization tactics, social tactics were the strongest predictor on all proactive behaviors. Our results also documented a partially mediating role of work engagement in the relationship between social tactics and proactive behavior, and fully mediating role in the relationship between context, content tactics, and proactive behavior. Our results hence support the interactionist perspective in that what happens in work settings is not a result of sole organization's practice nor individual effort; rather, it is the outcome of the interaction between the organization and the individual.

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Section: Discussionmentioning

confidence: 99%

Improving employees’ proactive behaviors at workplace: The role of organizational socialization tactics and work engagement

Nguyen

Bui

Nguyen³

2020

Journal of Human Behavior in the Social Environment

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“…Another important factor which can be incorporated into the model is perceived organizational support. Few past studies have demonstrated that perceived organizational support develops the commitment of employees – yet it has a negative impact on IQ (Perrot et al , 2012). Thus, one can confirm the effect of perceived organizational support on the outcomes of newly hired employees.…”

Section: Discussionmentioning

confidence: 99%

Newcomer retention – an investigation on Indian IT industry

Deshpande

Gupta

2019

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Purpose Understanding attrition in this VUCA world has become imperative for organizations to ensure they are able to sustain themselves. While focus on understanding attrition is important, it is equally important to retain acquired talent, at the same time add value to the human side of business. The purpose of this paper is to explore the factors which play crucial role in retention of newly hired employees working in Indian IT industry. The study has considered factors, namely, supervisor support behavior, feedback-seeking behavior (FSB), affective commitment (AC) and empirically verified their impact on new recruit’s intention to quit (IQ). Design/methodology/approach The survey was conducted among 524 newly hired employees working in 58 different companies listed in National Association of Software Services Companies member directory in Indian IT industry. All the scales used in the study are reliable and validated. Confirmatory factor analysis was carried out to test the validation of scales. The data were analyzed to test the proposed structural model using structural equation modeling. Findings The present study has successfully blended and verified the effect of supportive behavior of supervisor and new recruit’s FSB on the AC and IQ of newly hired employees. The study highlighted that supportive supervisors can encourage the newly hired employees to seeking feedback and enhance their commitment toward the organization. Further, this reduces the turnover intention of employees. Research limitations/implications The theoretical contribution of the study is in successful amalgamation of two major streams of studies on new recruits by assessing the effect of supervisors’ supportive behaviors and new recruits’ proactive FSB on their IQ. The study has also looked at the newly hired employees’ behavioral reactions during uncertain entry period and throughout the adjustment process. The limitations of the study are in the focus on one industry and cross-sectional data. In the future researchers can explore the relationships in a longitudinal study. Also, other variables like perceived organizational support and job satisfaction can be considered. Practical implications The present study demonstrates that supportive supervisors can motivate newly hired employees to seek feedback, and help them to “fit in” the organization. This study verifies that supervisors are considered as an important source of information for new recruits and the new recruits’ FSB positively influences their commitment toward the organization. Based on these results it is imperative for managers to be approachable and available to offer feedback to the new recruits in their initial days to ensure their adjustment, commitment and retention in the organization. This adds to sustaining the business and social well-being of the employees. Originality/value The present study offers a critical insight about the retention of newly hired employees in the organization. In the quickly changing VUCA world, these newly hired employees can be an asset for companies to build competitive advantage. However, to construct a strong future team for the organization, it is imperative that companies focus on augmentation of commitment among newly hired employees to further retain them. The present study proposes the path of empowerment among the new recruits to make them committed to the organization and to make sure that they stay with the organization in long run.

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“…One-year usually serves as the key time frame to investigate newcomers' socialization (Bauer & Green, 1994). We approached the alumni members (Perrot et al, 2012) through M.Phil / PhD scholars of a chartered university to find out newcomers' employees. Several other studies of this field also used a similar method to approach new hire to study socialization (Ashforth et al, 1997;Ashforth & Saks 1996, Jones, 1986.…”

Section: Procedures and Samplementioning

confidence: 99%

Newcomers’ Socialization Tactics and Affective Commitment: Interplay of Perceived Organizational Support and Prior Relationships

Qadeer

Islam

Ajmal

et al. 2020

IJMRES

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Socialization is a necessary process that helps to manage new talent in the organization in order to survive and thrive in the global market. Numerous studies show that organizational socialization tactics affect workers’ affective commitment. However, the processes through which affective commitment is established during socialization is still unclear. We propose the socialization tactics generate newcomers perceived organizational support (POS) and develop affective commitment. Furthermore, pre-establish links within the organization play a contingency role in the socialization process. Surprisingly, there is no study which theoretically and empirically investigates these referral’s effects on newcomers’ socialization process and its workplace outcomes. We conducted a quantitative sectional survey from 228 newcomers of different organizations. The findings reveal that socialization tactics positively relate to the affective commitment through the mediation of POS and the POS-affective commitment is stronger when prior relationships are high. However, this contingent effect does not empirically support the socialization tactics-POS relationship. The implications are discussed, and future directions are provided.

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Organizational socialization tactics: determining the relative impact of context, content, and social tactics

Cited by 12 publications

References 52 publications

Improving employees’ proactive behaviors at workplace: The role of organizational socialization tactics and work engagement

Improving employees’ proactive behaviors at workplace: The role of organizational socialization tactics and work engagement

Newcomer retention – an investigation on Indian IT industry

Newcomers’ Socialization Tactics and Affective Commitment: Interplay of Perceived Organizational Support and Prior Relationships

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