an article by Alan M. Saks (University of Toronto, Canada) and Jamie A. Gruman (University of Guelph, Canada) published in Career Development International Volume 23 Issue 1 (2018)
Abstract
Purpose
Although work engagement has become an important topic in management, relatively little attention has been given to newcomers’ work engagement in the socialization literature. The purpose of this paper is to explain how newcomers’ work engagement can fluctuate during the first year of organizational entry and the role of organizational socialization in developing and maintaining high levels of newcomers’ work engagement.
Design/methodology/approach
A review of the socialization literature indicates that uncertainty reduction theory has been the basis of research on socialization tactics and newcomer information-seeking both of which function by providing newcomers with information to reduce uncertainty. Socialization resources theory is used to develop a new pathway to newcomer socialization which focuses on providing newcomers with resources during the first year of organizational entry and socialization.
Findings
The uncertainty reduction pathway to newcomer socialization is narrow and limited because it primarily focuses on minimizing and reducing the negative effects of job demands rather than on providing newcomers with resources that are necessary to facilitate work engagement and socialization.
Practical implications
Organizations can use newcomers’ work engagement maintenance curves to map and track fluctuations in newcomers’ work engagement during the first year of organizational entry and they can conduct an audit of socialization resources to determine what resources are required to develop and maintain high levels of newcomers’ work engagement.
Originality/value
This paper describes newcomer work engagement maintenance curves and explains how socialization resources can be used to develop and maintain high levels of newcomers’ work engagement. A model of a new pathway to newcomer socialization is developed in which socialization resources, personal resources, and job demands influence newcomers’ work engagement and socialization outcomes.
Showing posts with label organisational_socialisation. Show all posts
Showing posts with label organisational_socialisation. Show all posts
Monday, 26 March 2018
Tuesday, 3 July 2012
Message Content and Sources During Organizational Socialization
an article by Zachary P. Hart (Northern Kentucky University, Highland Heights published in Journal of Business Communication Volume 49 Number 3 (July 2012)
Abstract
This article furthers the recent trend of studying communication during new employee socialization by examining the nature of message content and message sources during this important process.
Results from an investigation of 85 newly hired hotel managers’ socialization experiences indicate that newcomers distinguish clearly between the extent they receive different socialization message content. They also receive distinct message content from different sources, suggesting newcomers rely on a variety of sources for socialization information.
The implications of these results on the success of newcomer adjustment are also discussed and directions for future research are offered.
Hazel’s comment:
Useful for managers and the newcomers to understand that those first weeks are not just about rules, regulations and procedures but also about the people!
Abstract
This article furthers the recent trend of studying communication during new employee socialization by examining the nature of message content and message sources during this important process.
Results from an investigation of 85 newly hired hotel managers’ socialization experiences indicate that newcomers distinguish clearly between the extent they receive different socialization message content. They also receive distinct message content from different sources, suggesting newcomers rely on a variety of sources for socialization information.
The implications of these results on the success of newcomer adjustment are also discussed and directions for future research are offered.
Hazel’s comment:
Useful for managers and the newcomers to understand that those first weeks are not just about rules, regulations and procedures but also about the people!
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