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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The purpose of the current paper is to examine the role of organizational identification in predicting outcomes. Specifically, the researcher takes proactive vitality management and organizational resources as the predictor of identification. Stratified and snowball sampling techniques collect data from the service and manufacturing sectors.  Results support the significant relationship of proactive vitality management and resources with organizational identification. Moreover, identification predicts both positive outcomes (innovation behavior, employee voice) and reduces the effect of negative outcomes (workplace ostracism). The current study contributes to the literature by explaining the relational mechanism between proactive vitality management and positive and negative behavior with mediating role of organizational identification. Findings will help managers get a competitive edge by promoting innovative and proactive voice behavior by reducing workplace ostracism.

This study aims to add knowledge to the interactionist socialization approach that influences work engagement toward the organization through a self-determination theory lens. A sample of 383 Pakistani newcomers with different educational and organizational backgrounds joined an organization within two years. The data were examined with 5000 bootstraps using the structural equation modeling approach. Organizational socialization tactics and newcomers' socialization behaviors directly and positively predicted work engagement. Newcomers’ PSB encourages social capital resources and work engagement in the workplace. Our research advances the knowledge of social capital resources for effective newcomers’ adjustment that leads to work engagement, which adds to the socialization literature.