Previous Work Experience And Organizational Socialization: A Longitudinal Examination

Adkins, Cheryl L.

doi:10.5465/256748

Cited by 85 publications

(132 citation statements)

References 33 publications

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“…We also analyzed how this impact varies with gender and employment sector. Our endeavor was motivated by the importance of socialization in developing task competence, developing work role clarity, establishing realistic job expectations, and developing interpersonal relationships with work colleagues, which have an impact on work‐related attitudes such as job satisfaction (Adkins, ; Bauer et al, ; Dean & Wanous, ; Fisher, ; Morrison, ; Wesson & Gogus, ).…”

Section: Discussionmentioning

confidence: 99%

Orientation Training and Job Satisfaction: A Sector and Gender Analysis

Tabvuma

Georgellis

Lange

2015

Human Resource Management

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Using data from the British Household Panel Survey (BHPS), we investigate how various types of job training impact upon employees’ job satisfaction and its domains. We find that orientation training exerts a significant positive effect on newcomer male employees’ job satisfaction in both the private and public sectors, but it increases the job satisfaction of newcomer female employees only in the public sector. Other types of job training have only a weak effect on job satisfaction. We attribute the predominance of orientation training as a strong predictor of job satisfaction to its important function of facilitating the workplace socialization of new employees by reducing the uncertainty about aspects of the job that are not always easily contractible. © 2015 Wiley Periodicals, Inc.

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Section: Discussionmentioning

confidence: 99%

Orientation Training and Job Satisfaction: A Sector and Gender Analysis

Tabvuma

Georgellis

Lange

2015

Human Resource Management

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“…Drawing on the recommendations of Becker (), control variables were considered for inclusion in the regression analyses if they were likely to be correlated with the dependent variable (work‐role innovation). Prior general work experience was included as a control variable because it is positively related to job performance (Adkins, ). Organizational tenure was included because length of employment is negatively related to innovation (Van Dorenbosch, Van Engen, & Verhagen, ).…”

Section: Methodsmentioning

confidence: 99%

Psychological contract breach and employee innovation: A conservation of resources perspective

Kiazad

Seibert

Kraimer

2014

J Occupat & Organ Psyc

150

138

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Drawing on conservation of resources (COR) theory, this study examines conditions under which psychological contract breach relates to employees’ use of work‐role innovation as a means to acquire or conserve resources. Specifically, we used the organizational embeddedness dimensions of links, person–organization (P–O) fit, and sacrifices (Mitchell et al., , Academy of Management Journal, 44, 1102) to capture the kinds of resources that are likely to determine whether breach relates to more (resource acquisition) or less (resource conservation) innovation. We expected breach to relate to more innovation among employees with more links, better P–O fit, or fewer sacrifices. Using survey data from 90 university professionals and alumni in Australia, we found that links, P–O fit, and sacrifices moderated the breach–innovation relationship as hypothesized. Specifically, breach was related to more innovation after 6 months among employees with more links, better P–O fit, or fewer perceived sacrifices, as compared to those with fewer links, lower P–O fit, or greater perceived sacrifices. Implications of these findings for theory and practice are discussed. Practitioner points To promote constructive employee responses to resource loss, organizations should find ways to increase employees’ instrumental social and psychological resources. Employees’ social resources (links) can be increased through social events, mentoring programmes, or the use of role models during on‐the‐job socialization. Building employees’ psychological resources (P–O fit) starts with recruitment and selection. Realistic information about the organization's values should be provided to job candidates, so they can make informed choices about their compatibility with this value system. Binding employees to the organization with material and psychological job benefits (e.g., bonuses and interesting projects) might not encourage constructive employee responses to resource loss.

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“…Alternatively, a person can construe the self in more contextualized terms, which means that one experiences the self as varying across time and situational contexts (Markus, 1977;Chiu, Hong, and Dweck, 1997). As recommended by Bauer, Morrison, and Callister (1998) and Adkins (1995), I began measurement when participants entered the organization to accurately assess the organization's influence. As recommended by Bauer, Morrison, and Callister (1998) and Adkins (1995), I began measurement when participants entered the organization to accurately assess the organization's influence.…”

Section: Individual and Organizational Cognitionmentioning

confidence: 99%

A Distributed Cognition Perspective on Newcomers' Change Processes: The Management of Cognitive Uncertainty in Two Investment Banks

Michel

2007

Administrative Science Quarterly

101

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This paper examines newcomers' cognitive change processes in two investment banks during their socialization. A two-year ethnographic study examines how the two banks managed the duration of junior bankers' cognitive uncertainty differently, which resulted in distinct forms of individual cognitive change and cognition at the organizational level. Red Bank reduced cognitive uncertainty such that bankers experienced it as transient. It conveyed abstract concepts so that bankers could solve problems independently using deduction. This created an individual-centric organizational cognition. To highlight situational uniqueness, Amp Bank amplified cognitive uncertainty such that bankers experienced it as persistent. This created a collective-centric organizational cognition: because demands exceeded individuals' cognitive capacity, bankers used organizational resources to solve problems inductively. A grounded theory depicts the mutual constitution of individual and organizational cognition, including the relation of these levels over time and how the same individual cognitive process operates differently in a different organizational cognitive context. It uses a distributed cognition framework to contribute to theory development on how cognition becomes diversified and specialized in organizations.•

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Previous Work Experience And Organizational Socialization: A Longitudinal Examination

Cited by 85 publications

References 33 publications

Orientation Training and Job Satisfaction: A Sector and Gender Analysis

Orientation Training and Job Satisfaction: A Sector and Gender Analysis

Psychological contract breach and employee innovation: A conservation of resources perspective

A Distributed Cognition Perspective on Newcomers' Change Processes: The Management of Cognitive Uncertainty in Two Investment Banks

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