Socialization and organizational outcomes of information technology professionals

Abstract

Purpose-This study examined how six institutionalized socialization tactics affect a particular occupation of knowledge workers-information technology (IT) professionals' role adjustment (role conflict and role ambiguity) and organizational attachment variables (job satisfaction, affective commitment, continuance commitment and intention to quit). Design/methodology/approach-The research model and hypotheses were tested using path analysis techniques with survey data collected from 187 recently hired IT professionals. Findings-The results showed that the six socialization tactics affected IT professionals differently. Socialization tactics that recognize employees' values and skills (investiture tactics) and that emphasize the interpersonal and mentoring aspects (serial tactics) had the most significant effects on employees' role adjustment and organizational attachment. The study also revealed complex mediating relationships among socialization tactics, role adjustment and organizational attachment variables. Originality/value-This study provides new insights about the differential effects of the various socialization tactics on IT professionals' role adjustment and organizational attachment. It also sheds light on the complex mediating relationships among socialization tactics, role adjustment and organizational attachment variables. Without considering the logical relationships between the various variables, studies examining the direct effects of socialization on isolated organizational outcome variables may overlook important linkages that are critical for explaining the inconsistent results in past empirical studies.

Emotion work in the Hellenic frontline services environment: how it relates to emotional exhaustion and work attitudes

“…Although our knowledge on emotion work is still limited, potential human resource practices can include: the provision of information to frontline employees on the nature of emotion work; mentoring by senior colleagues or more experienced peers (e.g., Eby, 1997;King, Xia, Campbell-Quick & Sethi, 2005;van Emmerik, 2004); and the design of frontline service work in a way that reduces the demands on intensity, variety and frequency of emotional display (taking into account that our results suggest that these are the demands that are mostly related to negative outcomes rather than the sheer fact that employees are required to act in their Emotion Work and Work Attitudes in Hellas 33 encounters with customers). Such specific-to-emotion-work human resource systems could be supplemented by practices that are traditionally utilized as means against negative work attitudes and voluntary turnover, for example, fairly designed and managed reward systems, and opportunities for development (e.g., Chen, Chang & Yeh, 2004).…”

Communication Climate as Predictor of Role Conflict among Subordinate Staff of Salman bin Abdulaziz University

“…The researchers observation based on literature available that role conflict associated with the various variables such as organizational commitment, job involvement, job satisfaction, absenteeism, and turnover intention (Morris & Sherman, 1981;Zahra, 1984;Ismail, 1990;Jamal & Badawi, 1995;Reichers, 1983;Ashforth & Saks, 1996;King et al, 2005;Bettencourt & Brown 2003;Harris et al). Researchers felt that adequate manpower, explicit rules and regulations, instructions, group cohesiveness, adequate resources are required to accomplish the assigned task without any resistance to minimize the role conflict.…”

Sosialisasi Organisasi, Kumpulan dan Tugas dalam Kalangan Ahli Baru Pegawai Tadbir Diplomatik

“…Kajian ini bagaimanapun mengaplikasi Model Sosialisasi Organisasi di mana Feldman (1981) menjelaskan bahawa sosialisasi organisasi adalah proses menyeluruh untuk pekerja baru yang mula menyertai organisasi. Ia adalah proses berterusan yang menjelaskan hasil yang diperolehi adalah sesuatu yang signifikan untuk kedua-dua pihak sama ada kepada pekerja itu sendiri atau pun kepada organisasi contohnya pekerja baru mampu bekerja secara berdikari, memberikan kerjasama yang berkesan, menunjukkan motivasi yang tinggi, mempunyai kepuasan kerja dan penglibatan kerja yang tinggi, mempunyai keinginan untuk kekal dengan organisasi dan mempunyai niat berhenti kerja yang rendah (Porter et al 1974;Guimaraes & Igbaria 1992;King et al 2005;Mariam Maanzoor & Hummayoun Naeem 2011;Mahfuz Judeh 2011).…”

“…Mereka mempelajari ciri-ciri organisasi secara umum tetapi tidak mendalam melalui maklumat yang disediakan oleh organisasi seperti melalui organisasi pekerja dalaman, pengiklanan, Internet, dan agensi pengambilan kerja (DeSimone & Werner 2010). Pada peringkat ini, mereka mempunyai maklumat yang sedikit atau langsung tiada maklumat mengenai organisasi (Kammeyer-Nueller & Wanberg 2003;King et al 2005;Korte 2009;Kramer 2010). Berdasarkan limitasi pengetahuan ini, pekerja baru mungkin tidak dapat melaksanakan tugas mereka dengan baik.…”

“…Berdasarkan kajian-kajian lalu, sosialisasi organisasi berhubungan secara positif dan signifikan dengan dengan komitmen organisasi (Mathieu & Zajac 1990;Meyer et al 2002;Allen & Meyer 1990;Ashforth & Saks 1996;Ashforth et al 1998;Baker & Feldman 1990;Mitus 2006), kejelasan tugas (King et al 2005;King & Sethi (1997); Saks et al 2007;Mahfuz Judeh 2011), motivasi kerja (Van Maanen & Schein 1979;Feldman 1981;Mohamad Irwan et al 2014), hubungan positif pekerjamajikan (Chen & Eldridge;2010;Perrot et al 2014), kepuasan hidup (Mohamad Irwan et al 2014), kepuasan kerja, niat berhenti kerja yang rendah dan penglibatan kerja yang optimum (Gruman et al 2006;KammeyerMueller & Wanberg 2003;Saks et al 2007). Kesemua aspek keberkesan prestasi tersebut mampu dicapai oleh pekerja kerana mereka jelas dengan apa yang dilakukan oleh mereka.…”