Socialization Tactics, Employee Proactivity, and Person-Organization Fit.

Kim, Tae‐Yeol; Cable, Daniel M.; Kim, Sang-Pyo

doi:10.1037/0021-9010.90.2.232

Cited by 343 publications

(370 citation statements)

References 41 publications

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“…But, they found that relationship building in regard to the employee-supervisor relationship negatively influenced the positive relationship between socialization tactics and P-O fit. Consistent with previous research (Bauer & Green, 1998;Ostroff & Kozlowski, 1993), these findings showed that different employee proactive behaviors can either hinder or enhance the socialization process, which calls for continued research on the effect of employee proactive behaviors during organizational and related outcomes (Kim et al, 2005). performance, commitment, and integration.…”

Section: Proactive Behavior Research and Socializationsupporting

confidence: 72%

“…In addition to its relationship with dispositional characteristics, proactive behavior has also been linked to a number of other organizational constructs such as self efficacy (Gruman et al, 2006;Ohly & Fritz, 2007), fit (Brett et al, 1990;Gruman et al, 2006;Kim et al, 2005), performance (Ashford & Black, 1996), socialization outcomes (Morrison, 1993), job design, leadership, and climate-related constructs (Bindl & Parker, 2010). As was stated earlier, many of these individual characteristics are often recognized as successful socialization outcomes.…”

Section: Proactive Behavior Research and Socializationmentioning

confidence: 98%

“…was Kim et al (2005). Their goal was to address the proactive behaviors as examined by Ashford and Black (1996), specifically framing, sense making, and relationship building, and their moderating effects on the relationship between organizational socialization and P-O fit.…”

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

“…Due to the uncertainty that often typifies this period for new employees, information and feedback seeking behaviors would be helpful for employees to gather useful information about the organization that will help them adjust easier and quicker (Saks & Ashforth, 1997). While some previous research has looked at employee proactive personality during the socialization period (Kim, Hon, & Crant, 2009), the link between proactive personality and proactive behaviors (Parker, Williams, & Turner, 2006;Seibert, Kraimer, & Crant, 2001), and proactive behaviors during socialization (Ashford & Black, 1996;Bauer & Green, 1998;Brett, Feldman, & Weingart, 1990;Gruman, Saks, & Zweig, 2006;Kim et al, 2005;Miller & Jablin, 1991;Morrison, 1993;Ostroff & Kozlowski, 1993;Wanberg & Kammeyer-Mueller, 2000), researchers have not examined the relationship between proactive personality and feedback seeking during the socialization period. The current study will address this specific relationship.…”

Section: Introductionmentioning

confidence: 99%

“…A main feature of proactive behavior is a self-directed attempt at thinking ahead and subsequently changing either specific self or situational characteristics to produce beneficial outcomes for oneself (Bindl & Parker, 2010). A key outcome of proactive behaviors that has been widely established is an increase in organizational and individual success (Ashford & Black, 1996;Kim, Cable, & Kim, 2005;Seibert, Crant & Kramer, 1999).…”

Section: Introductionmentioning

confidence: 99%

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A Longitudinal Study of Proactivity During Socialization

Drobka¹,

Ehrhart²,

Ehrhart³

et al. 2012

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Over the past couple of decades organizations have become increasingly flat and decentralized, and have began to emphasize a more active role for employees in their own job management and development. As a result, the concept of employee proactivity has been a growing area of theory and research. Within the workplace, proactive people are conceptualized as those who take initiative to improve their current circumstances, and take active rather than passive roles within their current positions. These employee characteristics have been shown to be desirable in various situations, resulting in beneficial employee and organizational outcomes, such as promotions, career success, innovation, self-efficacy, and perceived insider status. Of particular interest for the current study, employee proactivity has also been linked to successful socialization outcomes. The socialization period can be very important for employees in determining their future relationship with their employers and their future success in the organization. Research has examined the role that a proactive disposition and proactive behavior can play in the socialization period. Additionally, researchers have looked into the relationship between proactive personality and various employee characteristics, including proactive behavior. However, there has been little research on the link between proactive dispositions and various behaviors and characteristics from job entry and throughout the socialization period. The current research aims to fill this gap in the literature by examining proactive personality and various behaviors and characteristics during the socialization period. Specifically, it was hypothesized that proactive personality will predict feedback seeking, self-efficacy, goal clarity and fit. Additionally, it was hypothesized that changes in self-efficacy, goal clarity and fit would be related to changes in feedback seeking throughout the socialization period. Participants were 188 management trainees from an international transportation company based in the eastern United States. A repeated measures design was used, and the participants received online surveys at five time points throughout their training. Multilevel slopes-as-outcomes analyses were used to test the first set of hypotheses on the relationship between proactive personality and other variables, and parallel process growth modeling was used to assess the second set of hypotheses on the relationship between changes in variables over different time points. Results showed that proactive personality significantly predicted changes in feedback seeking throughout the socialization period, such that individuals with proactive personalities were more likely to increase their feedback seeking behaviors throughout the socialization period. Additionally, it was shown that there was a significant positive relationship between the changes in feedback seeking behaviors and changes in reported levels of goal clarity. The results of this study can provide organizations that desire a more pro...

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Section: Proactive Behavior Research and Socializationsupporting

confidence: 72%

Section: Proactive Behavior Research and Socializationmentioning

confidence: 98%

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A Longitudinal Study of Proactivity During Socialization

Drobka¹,

Ehrhart²,

Ehrhart³

et al. 2012

PsycEXTRA Dataset

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Socialization in Organizational Contexts

Ashforth¹,

Sluss²,

Harrison³

2008

International Review of Industrial and Organizational Psychology 2007, Volume 22

209

349

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The survival of an organization depends partly on its ongoing ability to integrate new members into the fold while simultaneously allowing if not encouraging organizational change. Organizational socialization is the process by which individuals become part of an organization's pattern of activities (Anderson, Riddle & Martin, 1999). This broad definition accommodates the impact of both the organization on the individual and the individual on the organization (the latter is often referred to as individualization or personalization), and-given that socialization is continuous-recognizes that individuals may be organizational newcomers or veterans.Why does socialization matter? First, because work contexts are complex, dynamic, designed for multiple purposes, and, for the newcomer, more or less novel, their meaning is inherently equivocal. As various perspectives (e.g., social learning theory, Bandura, 1977; social information processing theory, Salancik & Pfeffer, 1978; social comparison theory;Festinger, 1954) maintain, individuals socially construct meaning, giving particular weight to the views of credible people-in this case, veteran insiders. For example, Salzinger (1991) studied two cooperatives that specialized in domestic worker placement. In one, management regarded domestic work as stopgap work and provided no training. In the other, management regarded domestic work as a profession, provided training, and held supportive meetings where workers discussed their

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Attraction and Socialization

2014

Organizational Psychology

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Socialization Tactics, Employee Proactivity, and Person-Organization Fit.

Cited by 343 publications

References 41 publications

A Longitudinal Study of Proactivity During Socialization

A Longitudinal Study of Proactivity During Socialization

Socialization in Organizational Contexts

Attraction and Socialization

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