Getting Newcomers On Board: A Review of Socialization Practices and Introduction to Socialization Resources Theory

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

“…Similarly, our focus on adjustment indictors of learning and assimilation as proximal outcomes does not preclude the application of our research model to more distal outcomes that capture newcomers’ job attitudes and behaviors at work (cf. Bauer & Erdogan, ; Saks & Gruman, ). We encourage future research to explore whether our model holds if other personal resources are examined and whether social capital and personal resources work independently or interactively to influence distal socialization outcomes.…”

“…These aspects of learning and assimilation are key indicators of successful newcomer adjustment that have attendant implications for new employee job attitudes and behaviors, including job satisfaction and job performance (cf. Bauer, Bodner, Erdogan, Truxillo, & Tucker, ; Bauer & Erdogan, ; Morrison, ; Saks & Gruman, ).…”

“…Bauer et al., ; Bauer et al., ). Socialization resources theory has emerged of late as a framework for understanding and inventorying the resources available to help newcomers as they contend with uncertainties and are socialized into new jobs and work roles (Saks & Gruman, , , ). In particular, this theory positions higher level organization members and lateral relations with coworkers as key sources of the resources needed for uncertainty reduction—supervisors and mentors can provide feedback, recognition, appreciation, developmental job assignments, direction through planning, and access to training; peers can provide more general support, assistance, information, feedback, and encouragement (Saks & Gruman, , , ).…”

“…The importance of high‐level organizational insiders as sources of social capital and work‐related resources is well established in the organizational socialization literature (Major & Kozlowski, ; Nelson & Quick, ). Emerging socialization resources theory posits “that the transition to a new job or role is inherently challenging and stressful, and that presenting newcomers with the resources they need to cope with the challenge is the most effective and efficient way to foster their adjustment and successful socialization” (Saks & Gruman, , p. 45). This theory indicates that high‐level insiders such as supervisors and mentors are prominent conduits for newcomers to access vital transitional assistance including feedback, recognition, training, developmental job assignments, direction, and other work resources (Ellis et al., ; Saks & Gruman, ).…”

Newcomer nurses’ organisational socialisation and turnover intention during the first 2 years of employment

“…). Although these empirical studies confirm this assumption, over 25 years of research in this field it seems to be not possible to go any further than asserting that ‘institutionalised socialisation tactics result in more positive socialisation outcomes than individualised socialisation tactics’ (Saks & Gruman , p. 37). In this way, it is important to explore which specific organisational socialisation contents (e.g.…”