Organizational socialization tactics and newcomer proactive behaviors: An integrative study

Gruman, Jamie A.; Saks, Alan M.; Zweig, David

doi:10.1016/j.jvb.2006.03.001

Cited by 264 publications

(390 citation statements)

References 31 publications

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“…In addition to its relationship with dispositional characteristics, proactive behavior has also been linked to a number of other organizational constructs such as self efficacy (Gruman et al, 2006;Ohly & Fritz, 2007), fit (Brett et al, 1990;Gruman et al, 2006;Kim et al, 2005), performance (Ashford & Black, 1996), socialization outcomes (Morrison, 1993), job design, leadership, and climate-related constructs (Bindl & Parker, 2010). As was stated earlier, many of these individual characteristics are often recognized as successful socialization outcomes.…”

Section: Proactive Behavior Research and Socializationmentioning

confidence: 95%

“…More recently, Gruman et al (2006) have attended to this interactionist perspective, while considering a new individual characteristic -self-efficacy -that had not been looked at in previous research on newcomer proactive behavior. While the role of self-efficacy has been demonstrated in the socialization process, as well as resulting outcomes (Jones, 1986), this individual characteristic has not been addressed in relationship to proactive behavior before Gruman et al (2006).…”

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

“…While the role of self-efficacy has been demonstrated in the socialization process, as well as resulting outcomes (Jones, 1986), this individual characteristic has not been addressed in relationship to proactive behavior before Gruman et al (2006). They studied the proactive behaviors of feedback and information-seeking, socializing, boss relationship building, networking and job change negotiations.…”

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

“…Another noteworthy finding was that socialization tactics, self-efficacy, and proactive behaviors all interacted to influence successful socialization outcomes. Finally, a very important finding of Gruman et al (2006) was that feedback and information seeking moderated the relationship between organizational socialization and socialization outcomes, such that the relationship between organizational socialization and socialization outcomes were stronger when employees engaged in fewer proactive behaviors. While Kim et al (2005) showed these same moderating effects for P-O fit perceptions, Gruman et al (2006) replicated as well as extended their findings to the other socialization outcomes of social integration, job satisfaction, and intent to return.…”

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

“…Due to the uncertainty that often typifies this period for new employees, information and feedback seeking behaviors would be helpful for employees to gather useful information about the organization that will help them adjust easier and quicker (Saks & Ashforth, 1997). While some previous research has looked at employee proactive personality during the socialization period (Kim, Hon, & Crant, 2009), the link between proactive personality and proactive behaviors (Parker, Williams, & Turner, 2006;Seibert, Kraimer, & Crant, 2001), and proactive behaviors during socialization (Ashford & Black, 1996;Bauer & Green, 1998;Brett, Feldman, & Weingart, 1990;Gruman, Saks, & Zweig, 2006;Kim et al, 2005;Miller & Jablin, 1991;Morrison, 1993;Ostroff & Kozlowski, 1993;Wanberg & Kammeyer-Mueller, 2000), researchers have not examined the relationship between proactive personality and feedback seeking during the socialization period. The current study will address this specific relationship.…”

Section: Introductionmentioning

confidence: 99%

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A Longitudinal Study of Proactivity During Socialization

Drobka¹,

Ehrhart²,

Ehrhart³

et al. 2012

PsycEXTRA Dataset

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Over the past couple of decades organizations have become increasingly flat and decentralized, and have began to emphasize a more active role for employees in their own job management and development. As a result, the concept of employee proactivity has been a growing area of theory and research. Within the workplace, proactive people are conceptualized as those who take initiative to improve their current circumstances, and take active rather than passive roles within their current positions. These employee characteristics have been shown to be desirable in various situations, resulting in beneficial employee and organizational outcomes, such as promotions, career success, innovation, self-efficacy, and perceived insider status. Of particular interest for the current study, employee proactivity has also been linked to successful socialization outcomes. The socialization period can be very important for employees in determining their future relationship with their employers and their future success in the organization. Research has examined the role that a proactive disposition and proactive behavior can play in the socialization period. Additionally, researchers have looked into the relationship between proactive personality and various employee characteristics, including proactive behavior. However, there has been little research on the link between proactive dispositions and various behaviors and characteristics from job entry and throughout the socialization period. The current research aims to fill this gap in the literature by examining proactive personality and various behaviors and characteristics during the socialization period. Specifically, it was hypothesized that proactive personality will predict feedback seeking, self-efficacy, goal clarity and fit. Additionally, it was hypothesized that changes in self-efficacy, goal clarity and fit would be related to changes in feedback seeking throughout the socialization period. Participants were 188 management trainees from an international transportation company based in the eastern United States. A repeated measures design was used, and the participants received online surveys at five time points throughout their training. Multilevel slopes-as-outcomes analyses were used to test the first set of hypotheses on the relationship between proactive personality and other variables, and parallel process growth modeling was used to assess the second set of hypotheses on the relationship between changes in variables over different time points. Results showed that proactive personality significantly predicted changes in feedback seeking throughout the socialization period, such that individuals with proactive personalities were more likely to increase their feedback seeking behaviors throughout the socialization period. Additionally, it was shown that there was a significant positive relationship between the changes in feedback seeking behaviors and changes in reported levels of goal clarity. The results of this study can provide organizations that desire a more pro...

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Section: Proactive Behavior Research and Socializationmentioning

confidence: 95%

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

Section: Proactive Behavior Research and Socializationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

A Longitudinal Study of Proactivity During Socialization

Drobka¹,

Ehrhart²,

Ehrhart³

et al. 2012

PsycEXTRA Dataset

View full text Add to dashboard Cite

show abstract

Systematic Motivational Counseling at Work: Improving Employee Performance, Satisfaction, and Socialization

Roberson

Sluss

2003

Handbook of Motivational Counseling

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Socialization in Organizational Contexts

Ashforth¹,

Sluss²,

Harrison³

2008

International Review of Industrial and Organizational Psychology 2007, Volume 22

207

349

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The survival of an organization depends partly on its ongoing ability to integrate new members into the fold while simultaneously allowing if not encouraging organizational change. Organizational socialization is the process by which individuals become part of an organization's pattern of activities (Anderson, Riddle & Martin, 1999). This broad definition accommodates the impact of both the organization on the individual and the individual on the organization (the latter is often referred to as individualization or personalization), and-given that socialization is continuous-recognizes that individuals may be organizational newcomers or veterans.Why does socialization matter? First, because work contexts are complex, dynamic, designed for multiple purposes, and, for the newcomer, more or less novel, their meaning is inherently equivocal. As various perspectives (e.g., social learning theory, Bandura, 1977; social information processing theory, Salancik & Pfeffer, 1978; social comparison theory;Festinger, 1954) maintain, individuals socially construct meaning, giving particular weight to the views of credible people-in this case, veteran insiders. For example, Salzinger (1991) studied two cooperatives that specialized in domestic worker placement. In one, management regarded domestic work as stopgap work and provided no training. In the other, management regarded domestic work as a profession, provided training, and held supportive meetings where workers discussed their

show abstract

Organizational socialization tactics and newcomer proactive behaviors: An integrative study

Cited by 264 publications

References 31 publications

A Longitudinal Study of Proactivity During Socialization

A Longitudinal Study of Proactivity During Socialization

Systematic Motivational Counseling at Work: Improving Employee Performance, Satisfaction, and Socialization

Socialization in Organizational Contexts

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