Orientation Training and Job Satisfaction: A Sector and Gender Analysis

Tabvuma, Vurain; Georgellis, Yannis; Lange, Thomas

doi:10.1002/hrm.21650

Cited by 31 publications

(26 citation statements)

References 63 publications

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“…Many studies relating to structured workplace orientation programmes indicate their importance in influencing job satisfaction (Tabvuma, Georgellis, & Lange, ) and safety in the new workplace (Curcuruto, Mearns, & Mariani, ). In our study, we found considerable diversity in the length and content of orientation programmes and other support systems, with a third of our respondents reporting eight hours or less orientation, and nearly half having no supernumerary period.…”

Section: Discussionmentioning

confidence: 99%

Experiences of registered nurses transitioning from employment in acute care to primary health care—quantitative findings from a mixed‐methods study

Ashley

Halcomb

Brown

et al. 2017

Journal of Clinical Nursing

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Aims and objectives To describe the experiences of registered nurses who transition from acute to primary health care (PHC) employment. Background Internationally the provision of health care in PHC settings is increasing. Nurses are moving from acute care employment to meet the growing demand for a PHC workforce. However, little is known about the transition experiences of these nurses. Design A sequential mixed‐methods study comprising a survey, and semi‐structured interviews. This study reports on survey findings relating to the transition experience. Methods Convenience and snowballing techniques were used to recruit 111 registered nurses who had transitioned from Australian acute settings to PHC employment within the last 5 years. An online survey gathered data relating to personal and professional demographics, type of PHC setting and transition experiences. Results Most respondents (n = 90, 81.1%) reported receiving some orientation, although the length and content varied considerably. Those working in metropolitan locations were more likely to report concerns associated with their orientation, with respondents from rural or remote locations more likely to have access to a preceptor than city/metropolitan respondents. Just under half of respondents found prioritising workload (n = 47; 42.7%) or organisational knowledge (n = 45; 40.9%) difficult or very difficult, and 47.7% (n = 53) felt isolated or unsupported. 49.5% (n = 55) reported being overwhelmed with the new role either sometimes or regularly. Barriers to transitioning successfully included limited employer support to attend professional development activities. Conclusions Availability of specific support measures may assist in the transition process. Findings from our study should be considered by employers when recruiting nurses new to PHC, and when designing orientation and ongoing education programmes. Relevance to clinical practice This study highlights the challenges faced by nurses who transition from acute care into PHC employment. Understanding the barriers and facilitators to successful transitions enhances the process for future recruitment and retention of PHC nurses. This evidence can inform managers, educators and policymakers in developing support programmes for nurses moving into PHC.

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Section: Discussionmentioning

confidence: 99%

Experiences of registered nurses transitioning from employment in acute care to primary health care—quantitative findings from a mixed‐methods study

Ashley

Halcomb

Brown

et al. 2017

Journal of Clinical Nursing

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“…The pattern is characterised by a significant increase in the reported level of job satisfaction when individuals enter the new job ('honeymoon') and its subsequent decline back to the baseline over time ('hangover'). Research shows that the honeymoon effect often results from organizations' tendency to portray their most favourable characteristics to new recruits during the hiring and initial socialisation processes (Ashforth, 2001;Van Maanen, 1975;Tabvuma, Georgellis and Lange, 2015) combined with individuals' tendency to rationalise the decisions which they have already made (Lawler, Kuleck, Rhode and Sorensen, 1975;Vroom and Deci, 1971). The hangover effect can be accounted for by socialization theory (Chatman, 1991;Louis, 1980) or set point theory (Headey and Wearing, 1989), both of which suggest that individuals adapt to changes over time as they gain increased information about and exposure to the new environment.…”

Section: Introductionmentioning

confidence: 99%

Is the grass greener on the other side? A longitudinal study of the impact of employer change and occupational change on job satisfaction

Zhou

Zou²,

Williams

et al. 2017

Journal of Vocational Behavior

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Research shows that individuals experience a honeymoon-hangover pattern when they change employers. This study provides further insight into this pattern by comparing the experience of those who change employers within and across occupations. Drawing on the longitudinal data from the British House Panel Survey 1991-2008, we find that the honeymoon effect was primarily driven by the experience of those who change employers across occupations. Patterns of post-transition adaptation also differ between the two categories of job changers. While there is evidence of adaptation of job satisfaction to employer change within occupation, those who change employers across occupations experience a steady decline of intrinsic job satisfaction which continues for at least six years after the transition

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“…In such a context, predictable, reliable and consistent signals from an employer can be seen as a catalyst to motivate a group identification process, brought about and strengthened by social interactions and a shared understanding of job requirements, which allows uncertainty to be reduced and expectation clarity to be restored. In recent studies, the theory has also been employed to explain uncertainty reduction in the organizational socialization process by gaining information about various aspects of work (Tabvuma et al, 2015).…”

Section: Discussionmentioning

confidence: 99%

Setting high expectations is not enough

Audenaert

Decramer

Lange

et al. 2016

IJM

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Purpose -Drawing on Climate Theory and Social Exchange Theory, we examine whether and how the strength of the expectation climate, defined as the degree of agreement amongst job incumbents on what is expected from them, affects their job performance. To explain this relationship, we utilize mediating trust-in-the-organization effects as an explanatory avenue.Design/methodology/approach -In a time-lagged data sample of 568 public service employees, whose job performance is rated by their 242 line managers, we apply multilevel modelling. We employed stratified random sampling techniques across 75 job functions in a large, public sector organization in Belgium.Findings -Our analysis provides support for the argument that expectation climate strength via mediating trust-in-the-organization effects impacts positively on the relationship between employee expectations and performance. Specifically, the significant association of the expectation climate strength with trust suggests that the perceived consensus about the expectations among different job incumbents demonstrates an organization's trustworthiness and reliability to pursue intentions that are deemed favorable for employees. We conjecture that expectation climate strength breeds trust which strengthens employees' job performance.Practical implications -HRM professionals in general, and line managers in particular, should heed our advice and carefully manage their tools and practices in an effort to signal compatible expectancies to different job incumbents in the same or similar roles.Originality/value -Our results shed new light on the mechanisms through which the strength of collective expectations impacts employee outcomes.

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Orientation Training and Job Satisfaction: A Sector and Gender Analysis

Cited by 31 publications

References 63 publications

Experiences of registered nurses transitioning from employment in acute care to primary health care—quantitative findings from a mixed‐methods study

Experiences of registered nurses transitioning from employment in acute care to primary health care—quantitative findings from a mixed‐methods study

Is the grass greener on the other side? A longitudinal study of the impact of employer change and occupational change on job satisfaction

Setting high expectations is not enough

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