The neglected role of proactive behavior and outcomes in newcomer socialization

Saks, Alan M.; Gruman, Jamie A.; Cooper‐Thomas, Helena D.

doi:10.1016/j.jvb.2010.12.007

Cited by 105 publications

(127 citation statements)

References 30 publications

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“…This study demonstrates that investigating how individuals change with respect to their environments through the lens of PE fit can be a powerful way to understand complex psychological and behavioural processes that unfold during newcomer socialization. Approaching such research in this manner thus moves us closer to understanding how fitting employment relationships develop between specific aspects of people and their environments, which is a key outcome of newcomer adaptation (Kammeyer‐Mueller, Livingston, & Liao, ; Parker & Collins, ; Parker et al ., ; Saks et al ., ; Wang, Zhan, McCune, & Truxillo, ).…”

Section: Discussionmentioning

confidence: 99%

“…In today's dynamic and uncertain global economy, more people are beginning to subscribe to the notion that organizations may gain a competitive advantage when they have employees who engage in proactive behaviours (Thomas, Whitman, & Viswesvaran, ). Similarly, proactive behaviours are widely seen to be a key component of individual career success (Erdogan & Bauer, ; Seibert, Kraimer & Crant, ), where such behaviour is especially crucial for newcomers who are being socialized into their jobs (Ashford & Black, ; Ashforth, Sluss, & Saks, ; Saks, Gruman, & Cooper‐Thomas, ).…”

Section: Introductionmentioning

confidence: 99%

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Autonomy's impact on newcomer proactive behaviour and socialization: A needs–supplies fit perspective

Davis

2015

J Occupat & Organ Psyc

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This study investigates newcomer proactive behaviour through the lens of person–environment (PE) fit theory. Two competing theories of autonomy‐based needs–supplies (NS) fit were hypothesized to impact both newcomer proactive behaviours and socialization outcomes. Results from two waves of data collected from organizational newcomers indicate support for a self‐regulatory form of relationship, where individuals engaged in different types of proactive behaviours most often when organizational supplies for autonomy did not match their personal needs. Specific types of proactive behaviours including feedback seeking, positive framing, general socializing, networking, and information seeking also mediated the impact of NS misfit onto certain socialization outcomes. Much can still be learnt about PE fit and proactive behaviours through further integration of ideas from both fields of research. Practitioner points Employers need to understand which types of proactive behaviours to encourage in newcomers in order for them to become active contributors in their new organizational settings. Employers looking to manage newcomer proactive behaviours through autonomy need to carefully manage the amount of autonomy provided relative to individual needs for autonomy.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Autonomy's impact on newcomer proactive behaviour and socialization: A needs–supplies fit perspective

Davis

2015

J Occupat & Organ Psyc

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“…'Stage' models split socialization into temporal phases (e.g., Jablin, 2001;Van Maanen, 1976), of which 'encounter', directly after entry, is considered most important. Studies of learning show that those who acquire useful information during socialization (Bauer et al, 2007) and undertake proactive behaviours (Saks et al, 2011) report better adjustment. The 'tactics' approach (Van Maanen & Schein, 1979) examines the organization's efforts to socialize newcomers, with formal and structured methods being most effective (Jones, 1986).…”

Section: Organizational Socializationmentioning

confidence: 99%

Pathways through organizational socialization: A longitudinal qualitative study based on the psychological contract

Woodrow

Guest

2019

J Occupat & Organ Psyc

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In this study, we explore different pathways during organizational socialization through the lens of the psychological contract using in‐depth longitudinal qualitative methods. Analysis of 112 critical incident interviews with 27 newcomers across their first year of work reveals five distinct psychological contract pathways through socialization, within which fulfilment and breach influence adjustment by facilitating or restricting opportunities to learn and integrate, as well as influencing attitudes and behaviour. The analysis reveals that whilst perceived psychological contract fulfilment facilitates newcomer adjustment, perceived breach can disrupt the process. We provide a detailed account of the way socialization and the psychological contract unfold for newcomers over time, and show that psychological contract events can significantly alter the course of adjustment. Practitioner points Delivery of perceived promises that are of particular importance to newcomers during early tenure can accelerate adjustment. Managers should therefore attempt to find out which promised contributions are important to employees and prioritize their delivery. The negative effects of perceptions of broken promises on newcomer adjustment may be reversed by later delivery. Managers should explain the reasons for any broken promises and seek to fulfil them in the future. Ongoing support from managers can help newcomers to negotiate the difficult period after organizational entry, even where promises are perceived to have been broken. Direct managers should be made aware of information provided and promises made to newcomers by those responsible for recruitment.

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“…Newcomers use proactive socialization tactics to learn about their role, the organization, and their work group, to understand how they fit into the new context, and to adjust accordingly (Ashford & Black, ; Saks & Ashforth, ; Saks, Gruman, & Cooper‐Thomas, ). By engaging adjustment tactics, newcomers are able to reduce the uncertainty of the new work environment and more successfully assimilate (Miller & Jablin, ).…”

Section: Conceptual Backgroundmentioning

confidence: 99%

Becoming a Working Mother: Managing Identity and Efficacy Uncertainties During Resocialization

Ladge

Greenberg

2015

Human Resource Management

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The work reentry period following the birth of a first child is a time of uncertainty for a professional woman. During reentry, a new mother is often questioning who she is and how effective she can be as a mother and working professional. In this study, we conceptualize reentry as a period of resocialization as we explore the first‐time mother's changing self‐concept during this time. Specifically, we develop a model that explores the identity and efficacy uncertainties that women experience during resocialization. This model draws attention to the influence organizational context has on the degree of uncertainty women experience and to the adjustment tactics women engage to manage their identity and efficacy uncertainty. We discuss the implications these findings have for both socialization research and work‐life theory and practice. © 2015 Wiley Periodicals, Inc.

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The neglected role of proactive behavior and outcomes in newcomer socialization

Cited by 105 publications

References 30 publications

Autonomy's impact on newcomer proactive behaviour and socialization: A needs–supplies fit perspective

Autonomy's impact on newcomer proactive behaviour and socialization: A needs–supplies fit perspective

Pathways through organizational socialization: A longitudinal qualitative study based on the psychological contract

Becoming a Working Mother: Managing Identity and Efficacy Uncertainties During Resocialization

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