Fulfilling employees’ psychological contracts: organizational socialization’s role

DeBode, Jason D.; Mossholder, Kevin W.; Walker, Alan G.

doi:10.1108/lodj-02-2015-0014

Cited by 14 publications

(9 citation statements)

References 52 publications

(89 reference statements)

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“…These outcomes are influenced by additional factors and, thus, are indirect indicators of employee socialization. The distal outcome of organizational commitment is a central concern in both socialization and self-leadership scholarship (Andressen et al , 2012; DeBode et al , 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

I’ll do it myself: self-leadership, proactivity, and socialization

Cranmer

Goldman

Houghton

2019

LODJ

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Purpose The purpose of this paper is to explore newcomers as active participants within their own socialization, through the influence of self-leadership on proactivity and subsequently organizational socialization and organizational commitment. Design/methodology/approach Data collected from 193 organizational newcomers (i.e. individuals within their first year at an organization) working in a variety of industries were examined within three serial mediation models in PROCESS. Findings The results of these analyses suggest that self-leadership influences organizational newcomers’ adjustment and subsequent commitment by assisting them in seeking organizational resources. Research limitations/implications This study answers calls to explore both the mediating mechanisms through which self-leadership processes influence organizational outcomes and the complex relationships between human workplace interactions and the proximal and distal outcomes of socialization. Practical implications The findings indicate that organizational stakeholders should enhance the self-leadership abilities of newcomer, thereby easing the socialization burden on organizations. Originality/value This paper offers a novel framework (i.e. self-leadership) for understanding newcomer socialization and provides an encompassing model that recognizes individual capacities, communicative behaviors, adjustment and subsequent organizational attitudes.

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Section: Literature Reviewmentioning

confidence: 99%

I’ll do it myself: self-leadership, proactivity, and socialization

Cranmer

Goldman

Houghton

2019

LODJ

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“…Employee development helps in career advancement, as well as helping the institution enhance its human resources, which comes through the strengthening of training groups and cognitive skills (Hosseini, 2019;Ibeabuchi, Ehido, & Abdullah, 2020;Mackay, 2017). An employee's age represents his career, activities, and expertise, as well as the areas of training and development that he has benefited from in his career (DeBode, Mossholder, & Walker, 2017). There is a significant positive relationship between employee development activities and job satisfaction (CHE & Sundjo, 2018;Lee & Abdullah, 2019;Thang & Fassin, 2017).…”

Section: The Mediating Effect Of Job Satisfaction Between Training and Development And Employee Retentionmentioning

confidence: 99%

The Mediation Effect of Job Satisfaction between Reward System and Training and Development on Employee Retention in Yemen’s Banking Sector

Alrazehi

Amirah

Emam

2021

ijirss

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This study was conducted to determine the effect of rewards systems and training and development on employee retention, mediated by the effects of job satisfaction, in Yemeni commercial banks. The study used cross-sectional data collection methods. Data was collected from the headquarters of 15 commercial banks. A set of questionnaires using a 5-point Likert scale was distributed to employees; the data was analyzed using the Structured Equation Model (SEM) by IBM SPSS AMOS 25.0. The results indicated that both the rewards system and training and development significantly affect job satisfaction, while job satisfaction has a significant positive effect on employee retention. Training and development themselves have no statistically significant effect on employee retention. The results showed that job satisfaction plays a mediating role because the indirect effect is significant. The mediation is complete because the direct impact is not significant. The result indicates that job satisfaction is an important variable that links the reward system and training and development to employee retention in Yemeni banks. This study is expected to make significant theoretical, practical, and methodological contributions to this field of research due to the development of a model of the effects of the reward system and training and development on employee retention through job satisfaction.

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“…There is a range of research focusing on the relationship between organisational socialisation and the shaping or fulfillment of psychological contracts (e.g. DeBode et al, 2017;Thomas & Anderson, 1998;Woodrow & Guest, 2020). In this paper, I specifically focus on the tensions between recruitment communication and initial psychological contracts in start-ups.…”

Section: The Intersection Of Recruitment Communication Organisationamentioning

confidence: 99%

Recruitment Communication and Psychological Contracts in Start-Ups

Rasmussen¹

2020

CLaW

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Recruitment communication presents a dilemma for organisations. When organisations hire, they often engage in branding themselves as employers (Backhaus & Tikoo, 2004) and rely on positive framing to present vacant positions in order to attract candidates. This leads to the ensuing challenge of living up to these promises for the candidates who are ultimately hired. Overpromising and underdelivering leads to a breach of the initial psychological contract. This balancing dilemma is especially pertinent for new and unknown companies, where concerns about the company’s legitimacy as an employer may cause potential candidates not to apply (Williamson, Cable, & Aldrich, 2002). On the one hand, start-ups need and want to attract the best, and on the other hand, they need to be wary of the impression they are creating of the job and the organisation as a place of work, as they would also like the candidates to stay once they are hired. I draw on interviews with managers and newcomers in Danish start-ups to give empirical examples of this challenge and its results, using the literature on psychological contracts (Rousseau, 1995) as an explanatory framework. I discuss what organisations might do to accomplish this balancing feat from theoretical and practical perspectives.

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Fulfilling employees’ psychological contracts: organizational socialization’s role

Cited by 14 publications

References 52 publications

I’ll do it myself: self-leadership, proactivity, and socialization

I’ll do it myself: self-leadership, proactivity, and socialization

The Mediation Effect of Job Satisfaction between Reward System and Training and Development on Employee Retention in Yemen’s Banking Sector

Recruitment Communication and Psychological Contracts in Start-Ups

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