Organizational Socialization in Higher Education

How newcomers use role models in organizational socialization

“…They found less support than expected and their advice to other newcomers is to take the initiative in developing interpersonal relationships, both within and outside the organization. It is commonly agreed that newcomers enter the organization with personal prior knowledge and understanding (Tierney 1997). Expectations, experience, and self-efficacy seem to affect organizational socialization outcomes.…”

Paying the piper: the costs and consequences of academic advancement

“…Part of the intensity, particularly in the North American context, comes from being on the 'tenure track', when ECAs are building their profile and demonstrating their professional value to their academic workplace so as to gain tenure (Tierney, 1997). Acker and Armenti (2004), and Acker, Webber, and Smyth (2012) described this period as particularly stressful, draining and demanding for ECAs.…”

“…Importantly, such beliefs tend to reflect those held by their departmental (local) and disciplinary ('glocal') colleagues, even when those group beliefs stand in contrast to one's own (Tierney & Rhoads, 1993). New recruits are likely to pave a path close to departmental and/or disciplinary norms because their socialisation is deemed to have been 'successful' if they meet the pre-established benchmark (s) for success (Tierney, 1997). In such 'glocal' settings, the challenge with across-theboard benchmarks is that they fail to acknowledge that no one recruit is the same; a point of increasing importance when 'the avenues for entry to the PhD have expanded and there is now a larger, more diverse population of doctoral students' (Craswell, 2007, p. 384).…”

“…Occupational socialisation is defined as the processes through which individuals learn values, attitudes, norms, knowledge and behaviours that allow them to be accepted into an organisational culture (Austin, 2002;Gardner & Blackstone, 2013;Tierney, 1997;Tierney & Rhoads, 1993). In turn, the socialising experiences of an individual serve to shape their own beliefs, values and behaviours about and towards their work.…”

Cultural Perspectives of Academia: Toward a Model of Cultural Complexity

“…Ouchi and Wilkens (1985) say, "Those who study occupational cultures argue passionately that any attempt to describe the culture of a firm without its many occupational subcultures is superficial, simpleminded, and cheap" (p. 479). The view of faculty as an occupational subculture is heavily supported by their common socialization experiences (Lortie, 1968;Tierney, 1997;Trice & Beyer, 1993;Van Maanen & Schein, 1979).…”