The Effects of Self‐regulatory Coping Orientation on Newcomer Adjustment and Job Survival

Abstract

In a field experiment new hires to entry‐level service jobs were randomly assigned to either a comparison group, which received information warning of negative aspects of the job and information about specific coping behaviors, or to an experimental group, which received the same information as the comparison group, plus training in cognitive restructuring and positive self‐talk, and statements to bolster self‐efficacy. It was expected that the experimental group would exhibit less turnover and report higher levels of supportiveness, satisfaction, and commitment and less anxiety than the Comparison Group. However, the experimental group exhibited more early turnover. The coping information provided to the Experimental Group increased perceptions of negative job information, and such perceptions may have resulted in a self‐selection effect. Of those remaining at 4 weeks, those from the experimental group were significantly more likely to report intentions to remain for a year or longer, and to report greater job satisfaction.

Systematic review of the links between human resource management practices and performance

“…499,[509][510][511][512] • Institutional socialisation tactics were also found to have a positive impact on organisational commitment. 492,509,510,512,513 • Wesson and Gogus 514 found that a computerbased orientation programme had a negative impact on job satisfaction, organisational commitment and levels of later socialisation.…”

“…• Studies by Waung, 512 Jones 509 and Chatman 499 concluded that institutionalised socialisation tactics had a positive impact on intention to remain with the organisation and, thus, reduced turnover. However, Waung 512 found that providing relevant and potentially negative information about the job during the process of orientation did adversely affect some new recruits, who left the organisation in the first few weeks.…”

“…However, Waung 512 found that providing relevant and potentially negative information about the job during the process of orientation did adversely affect some new recruits, who left the organisation in the first few weeks. Those who successfully coped with the initial problems, and who used the help provided during the orientation programme, were more likely to remain with the organisation.…”

“…Both found a positive relationship between the two. 493,512 The study by Bravo et al 492 found that institutionalised socialisation significantly improved the relationship between new and old employees, leading to enhanced role clarity, and had a positive impact on workers' career-enhancing strategies.…”

University training for entrepreneurial competencies: Its impact on intention of venture creation

“…Thirdly, given that self-efficacy predicts choice of career, occupational interests, perseverance in the face of difficulties and personal effectiveness (Bandura 1986;Krueger and Dickson 1994;Waung 1995), it must also be related to entrepreneurial activity. Finally, since the incentive for acting is greater when entrepreneurs believe that their actions will have achievable outcomes, self-efficacy is an important determinant of successful entrepreneurial behaviours.…”