Coping with newcomer “Hangover”: How socialization tactics affect declining job satisfaction during early employment

Wang, Danni; Hom, Peter W.; Allen, David G.

doi:10.1016/j.jvb.2017.03.007

Cited by 28 publications

(24 citation statements)

References 81 publications

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“…The honeymoon-hangover effect occurs where a job change engenders an uplift in satisfaction that subsequently decreases over time (Boswell, Boudreau, & Tichy, 2005). Satisfaction peaks are particularly high for those who learn more during socialization (Boswell, Shipp, Payne, & Culbertson, 2009), whilst institutionalized socialization tactics can reduce any decrease in satisfaction that occurs after this peak (Wang, Hom, & Allen, 2017).…”

Section: Organizational Socializationmentioning

confidence: 99%

Pathways through organizational socialization: A longitudinal qualitative study based on the psychological contract

Woodrow

Guest

2019

J Occupat & Organ Psyc

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In this study, we explore different pathways during organizational socialization through the lens of the psychological contract using in‐depth longitudinal qualitative methods. Analysis of 112 critical incident interviews with 27 newcomers across their first year of work reveals five distinct psychological contract pathways through socialization, within which fulfilment and breach influence adjustment by facilitating or restricting opportunities to learn and integrate, as well as influencing attitudes and behaviour. The analysis reveals that whilst perceived psychological contract fulfilment facilitates newcomer adjustment, perceived breach can disrupt the process. We provide a detailed account of the way socialization and the psychological contract unfold for newcomers over time, and show that psychological contract events can significantly alter the course of adjustment. Practitioner points Delivery of perceived promises that are of particular importance to newcomers during early tenure can accelerate adjustment. Managers should therefore attempt to find out which promised contributions are important to employees and prioritize their delivery. The negative effects of perceptions of broken promises on newcomer adjustment may be reversed by later delivery. Managers should explain the reasons for any broken promises and seek to fulfil them in the future. Ongoing support from managers can help newcomers to negotiate the difficult period after organizational entry, even where promises are perceived to have been broken. Direct managers should be made aware of information provided and promises made to newcomers by those responsible for recruitment.

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Section: Organizational Socializationmentioning

confidence: 99%

Pathways through organizational socialization: A longitudinal qualitative study based on the psychological contract

Woodrow

Guest

2019

J Occupat & Organ Psyc

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“…Socializacijos taktikos. Mokslininkų (van Maanen ir Schein, 1979;Miller ir Jablin, 1991;Cooper-Thomas ir Anderson, 2006;Wang et al, 2017; Kowtha, 2018 ir kt.) tyrimai rodo, kad darbuotojų pasitelkiamos socializacijos taktikos dažniausiai siejasi su informacijos siekiu ir santykių kūrimu.…”

Section: Naujų Darbuotojų Socializacija: Teoriniai Požiūriai Tyrimų unclassified

“…1. Naujų darbuotojų socializacijos metmenų (Taormina, 1994(Taormina, , 1997 ir kitų socializacijos rodiklių (Wang et al, 2017;Cooper-Thomas ir Anderson, 2006;Pollock et al, 2000 ir kt.) vertinimas tarpusavyje koreliuoja; 2.…”

Section: Naujų Darbuotojų Socializacija: Teoriniai Požiūriai Tyrimų unclassified

Kaip „jie“ tampa „mes“: naujų darbuotojų socializacijos veiksniai

Raišienė¹,

Gečienė²,

Gruodė³

2020

Socialinis Ugdymas

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Veiksminga naujų darbuotojų socializacija leidžia organizacijai efektyviau siekti tikslų, padidinti darbuotojų įsipareigojimą bei sumažinti darbuotojų kaitą. Straipsnyje siekiama nustatyti, kokie veiksniai turi reikšmingiausios įtakos naujų darbuotojų socializacijai. Šiuo tikslu anketinės apklausos pagrindu straipsnyje analizuojamas Baltijos šalyse veikiančių organizacijų naujokų socializacijos atvejis. Tyrimo rezultatai parodė, kad sklandžiai socializacijai įgyvendinti svarbūs tiek institucionalizuotos socializacijos veiksniai, tiek paties darbuotojo proaktyvumas. Straipsnyje pristatomas tyrimo rezultatų pagrindu parengtas empirinis naujų darbuotojų socializacijos modelis.

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“…However, another important step for re-defining the psychological contract is when new agents start working in operational contexts (Institutes). Further, the two stages could be affected by the honeymoon-hangover pattern ( Boswell et al, 2009 ; Wang et al, 2017 ), due to the 7-month time span and to the direct knowledge of the operational context that newcomers had during the stage (just before time 2). Thus, it would be appropriate in future research to do a longitudinal study with a larger number of observation times, in order to monitor the development of a psychological contract in a broader time frame.…”

Section: Studymentioning

confidence: 99%

“…Overall, scholars have suggested that newcomers’ experiences in this stage will influence not only organizational outcomes (e.g., motivation or commitment), but also the further development of their psychological contract ( De Vos et al, 2003 ; Sutton and Griffin, 2004 ; Tomprou and Nikolaou, 2011 ; Wanberg, 2012 ). For instance, usually newcomers at first have idealized or poorly defined views of their employment relationship ( Lance et al, 2000 ) and there are different patterns that can occur in the period after that, such as the honeymoon-hangover pattern ( Boswell et al, 2009 ; Wang et al, 2017 ).…”

Section: Introductionmentioning

confidence: 99%

“You Can See How Things Will End by the Way They Begin”: The Contribution of Early Mutual Obligations for the Development of the Psychological Contract

et al. 2018

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This study explores dynamic processes in the development of the psychological contract, focusing on the interaction of obligations related to the two parties (i.e., employees’ perceptions of both their own and the organization’s obligations fulfillment) on attitudinal outcomes (organizational commitment and turnover intention) during the initial stage of the employment relationship. In a twofold cross-sectional and two-wave study on newly hired correctional police officers, we examined: (a) whether perception of organizational obligations fulfillment moderates the relationship between employee obligations and their attitudes (Study 1, n.500); (b) the direct and moderated influence of perceived obligations at the entrance stage on those in the following months (Study 2, n.223). Results confirmed that, in the eyes of the newcomer, the obligations fulfillment of each of the two parties interact, having an additional effect beyond the main direct effects, in influencing both subsequent obligations perceptions and, through this, the outcome variables. Theoretical and practical implications of the findings are discussed.

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Coping with newcomer “Hangover”: How socialization tactics affect declining job satisfaction during early employment

Cited by 28 publications

References 81 publications

Pathways through organizational socialization: A longitudinal qualitative study based on the psychological contract

Pathways through organizational socialization: A longitudinal qualitative study based on the psychological contract

Kaip „jie“ tampa „mes“: naujų darbuotojų socializacijos veiksniai

“You Can See How Things Will End by the Way They Begin”: The Contribution of Early Mutual Obligations for the Development of the Psychological Contract

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