Given the urgent need to integrate newcomers into organizations quickly in the age of globalization, it becomes essential to enhance knowledge on how to facilitate newcomer adjustment in the workplace. In the literature, organizational socialization tactics and newcomer information seeking are widely investigated in the western context as two critical factors influencing socialization outcomes. However, since most existing findings are based on western experience, the first purpose of this research is to investigate the influence of organizational socialization tactics and newcomer information seeking on socialization outcomes in an Asian context, specifically in China. Further, given that many existing studies have discussed the overall influence of organizational socialization tactics, but failed to explore in detail how specific socialization tactics affect newcomer adjustment, the second purpose of this research is to address this omission by taking an in-depth look. Additionally, in spite of the recognition of the practical value of perceived organizational support (POS) for newcomer adjustment, no research to date has been conducted to explain how to develop newcomers’ POS. Therefore, the third purpose of the research is to explore this issue through the discussion of the influence of organizational socialization tactics. Finally, although the significance of information seeking has been widely recognized, given that studies have found only weak or neutral relationships between information seeking and socialization outcomes, there are some research calls for unveiling such relationships through a discussion of potential moderators. Therefore, the last purpose of this research is to clarify the conditions under which newcomer information seeking really matters to socialization outcomes through the involvement of a moderating factor, leader-member exchange (LMX).The proposed hypotheses are examined through two studies in China following a pilot study. In the first study, data were collected through 177 newly hired insurance agents in a leading insurance organization in south China. In the second study, data were collected from 245 newly appointed doctors/nurses in southeast China. Results from hierarchical multiple regression indicate that of the three aspects of organizational socialization tactics, the social aspect is the strongest influential factor on socialization outcomes as against the context and content aspects. Moreover, the results signal a message that under collective, formal, fixed, sequential, serial and investiture organizational socialization tactics, newcomers are more likely to develop POS. The results also confirm the significance of information seeking on newcomer adjustment in China and go further to indicate that the influence of information seeking on socialization outcomes is weaker at a high quality of LMX than at a low quality of LMX. The implications of findings on theory and managerial practices are then discussed, followed by the research directions, strengths and limitations.

Denna studie syftar till att vinna kunskap om hur organisationskonsulter i ett företag upplevde sin organisatoriska socialisation då de var nyanställda. Forskning kring organisatorisk socialisation har gjorts sedan 70-talet men då har främst kvantitativa forskningsmetoder använts. Som ett ytterligare bidrag till forskningen på området har därför denna studie en kvalitativ metod i form av intervjuer. Då det inte finns en enhetlig teori för organisatorisk socialisation så presenteras ett teoretiskt ramverk och perspektiv på området som belyser olika typer av organisationsinitierade aktiviteter för nyanställda. Exempel på detta är olika typer av socialisationstaktiker, betydelsen av sociala agenter samt hur individen själv som nyanställd är informationssökande i syfte att minska sin egen osäkerhet. Det insamlade empiriska materialet ifrån intervjuerna analyserades sedan med ett deduktivt angreppssätt utifrån tidigare forskning samt det teoretiska ramverket och perspektivet. Resultaten visade att medarbetarna upplevde de olika organisationsinitierade aktiviteterna som lärorika på så sätt att de som nyanställda lättare kunde komma in i sina roller och lära sig sina arbetsuppgifter. De upplevde också andra faktorer, såsom sociala aktiviteter, relationer och samarbeten som bidragande faktorer för att komma in i organisationen på ett smidigt och effektivt sätt. Vidare upplevde intervjupersonerna att eftersom det fanns en struktur med bestämt schema över de första två veckorna ingavs en initial trygghet och säkerhet som ny vilket därmed minskade deras osäkerhet. Därtill visade det sig att de sociala agenterna var av stor vikt för att komma in i organisationen och att företagets och koncernens företagskultur också underlättade att bli en del av arbetsplatsen. Till sist visade de kortsiktiga och långsiktiga utfallen, som dessa aktiviteter och faktorer gav på deras socialisation, att den rådande sociala gemenskapen i form av social integration och rolltydlighet uppnåddes även i och med organisationens socialisationstaktiker. De långsiktiga utfallen framkom i form av organisatoriskt engagemang från medarbetarnas sida samt att de trivdes bra och ser en långsiktighet på arbetsplatsen.

No description available.

If Taiwan enterprises wish to expand their production bases overseas swiftly in order to seize market advantage, one of the problems encountered is how to select expatriate staff. For today¡¦s enterprises, the difficulties include: the global demand for expatriates; their profile characteristics (independent variable);the skill and knowledge of the assignees; whether to recruit from outside or inside the company; how to identify potential expatriate candidates, the connection between talent and work performance(dependent variable); and finally the relevance of organizational socialization(independent variable). My study is the result of a survey questionnaire that explores expatriates¡¦ individual characteristics and the relevance between organizational socialization and their work performance. I really believe my study will contribute to the body of theory regarding human resource management and prove helpful to enterprises active on the international stage. The results of my study indicate that: 1.A personality trait of conscientiousness has a positive effect on a Taiwanese¡¦ expatriate¡¦s work performance. 2.A personality of openness to experience has a positive effect on a Taiwanese¡¦ expatriate¡¦s task performance. 3.The socialization of Organizational Goals and Values dimension has a positive effect on Taiwanese¡¦ expatriate¡¦s work performance. 4.The socialization of Performance Proficiency dimension has a positive effect on Taiwanese expatriate¡¦s task performance. 5.The socialization of People dimension has a positive effect on Taiwanese¡¦ expatriate¡¦s contextual performance. 6.The socialization of People¡BOrganizational Goals and Values¡BPerformance Proficiency dimension have a partial intermediary effect on a Taiwanese expatriate¡¦s conscientiousness and their task performance. 7.The socialization of People¡BOrganizational Goals and Values have a partial intermediary effect on a Taiwanese expatriate¡¦s conscientiousness and their contextual performance .

No description available.

The aim of this essay is to examine the experiences of an introduction process of newcomers through an integrative perspective, by two guiding questions: How does the examined organization socialize newcomers? How is the organizational socialization experienced by the employees? Most Swedish corporations engage in some form of workplace introduction and this introduction should give the newcomer an understanding of his work and its relation to the organizations other business practices. Earlier studies have mostly focused on the effects of socialization tactics but few on the experience. This study, based on qualitative interviews with a regional manager, newcomers and established employees shows that the studied organization socializes its newcomers through many socialization tactics where the newcomers’ personality and previous knowledge allows to direct the socialization process. The introduction is perceived by the interviewed parties to happen most intensively at specific events; the first impression, the welcoming, while performing work and during the breaks. The newcomers and the established employees both perceived the social aspect as central to the introduction and the work execution secondary. It’s very important according to both parties that it creates a dialog about both work and private life for a successful introduction. / Studiens syfte är att undersöka upplevelserna av en introduktionsprocess för nyanställda genom ett integrerat perspektiv, med hjälp av två frågeställningar: Hur socialiserar den undersökta organisationen in nya medarbetare? Hur upplevs organisationssocialiseringen av medarbetarna? De flesta svenska företag bedriver någon form av introduktionsverksamhet och introduktionen ska ge arbetstagaren en uppfattning om sina arbetsuppgifter och hur de står i relation till organisationens övriga verksamhet. Tidigare studier har främst riktat in sig på effekterna av socialiseringstaktiker men få på upplevelsen. Metoden som använts är kvalitativa intervjuer med regionchef, nyanställda samt etablerade medarbetare. Resultatet visar att den undersökta organisationen socialiserar sina nyanställda genom ett flertal socialiseringstaktiker där den nyanställdes personlighet och kunskaper tillåts styra socialiseringsprocessen. Introduktionen upplevs av de intervjuade att ske som mest intensivt vid vissa tillfällen, det första intrycket, välkomnandet, arbetsutförandet samt fikarasten. Medarbetarna upplevde även den sociala delen som central för introduktionen och arbetsutförandet sekundärt. Det är mycket viktigt både enligt de etablerade och nyanställda att det skapas en dialog som handlar om både arbete och privatliv för en lyckad introduktion.

No description available.

Master of Arts / Department of Communications Studies / Sarah E. Riforgiate / A commonly held belief in higher education is that a student’s educational program paves the way towards a specific career choice, forcing students to intentionally choose courses in preparation for a particular line of work (Lair & Wieland, 2012). Recognizing the influential role of education (Jablin, 2001) and the increasing numbers of nonprofit education programs (Mirabella & McDonald, 2012), it is important to understand the educational expectations created by university programs and how these expectations are enacted as students become nonprofit employees. To better understand communication practices that shape the expectations, experiences, and worker identities, this study applies organizational assimilation theory to nonprofit education and work through interviews of nonprofit employees’ experiences after completing a nonprofit education program. Qualitative analysis of the interview transcripts indicates that nonprofit-focused educational programs socialize students to work for a cause that they find personally meaningful. However, not all students are able to meet this expectation, creating two paths, a straight path and a winding path in search of meaningful work. Those on the straight path who found personally meaningful work attributed their experience to an internal locus of control based on an intentional job search and workplace opportunities. Participants who did not find the personally meaningful work they expected used external control attributions by blaming the job market, the way their generation approaches work, and how their educational program created unrealistic expectations. Findings deepen understandings of organizational assimilation theory in terms of education, while bridging educational practices and organizational assimilation theory to contribute practical implications. Practical implications include encouraging education programs to facilitate volunteering and networking opportunities for their students, prospective nonprofit workers to seek out volunteer and job shadowing opportunities, and nonprofit organizations to focus on the assimilation process of new employees.

Problem statement The Western retailer H&M is one of many multinational retailers presently preceding a rapid expansion, followed by an extensive recruitment of new employees in China. H&M works extensively with the transfer of corporate values, mentioned as “the H&M spirit”, to its foreign subsidiary in China through a Corporate Training Program. Scholars have recently highlighted the Corporate Value Transfer process, however the understanding of this process within the International Business literature today is limited. Research purpose The purpose of this research is to create a deeper understanding of the Corporate Value Transfer process in an emerging market context. This research therefore aims to investigate how H&M transfers their corporate values to new employees in China, by focusing on the cultural challenges and opportunities arising during this process within a Corporate Training Program. Methodology The methodology being used was qualitative with an abductive approach, focused on performing a single case study. Empirical data was gathered through 19 semi- structured interviews with managers at H&M ́s Human Resource offices for the Southern China region in Shanghai and Hangzhou. Results and contributions The Corporate Value Transfer process, to new Chinese employees, was summarized in three phases. These three phases, and different cultural challenges and opportunities within them, were conceptualized. This conceptualization contributes in terms of a theoretical foundation within the International Business literature and illustrates how a Corporate Value Transfer process in China can be viewed upon.

Every day, people seek organizations to join, work in companies, and leave firms; thus, scholars consider socialization a key construct in organizational communication and management. Research explains the socialization process in four stages—anticipatory socialization, encounter, metamorphosis, and exit—yet studies have paid disproportionate attention to “experiences after entry” (Bauer & Green, 1994, p. 221). This study sheds light on an understudied stage by examining the consequences of anticipatory socialization. Research has demonstrated the importance of prior experiences in the socialization process (e.g., Gibson & Papa, 2000), but scholars have yet to explore internships as a mechanism of anticipatory socialization that prepares people for full-time employment. Whereas less than 3% of students held internships in 1980, 84% of current undergraduates have participated in internships (Kamenetz, 2006), and the number of post-college internships has increased from 5% in 1995 to 20% in 2002 (“Internships for all ages,” 2007). Despite this growth, scholars have yet to theoretically explore internships as a prior experience that fosters socialization. Some studies have used socialization as a framework to study how people adapt to internships, but this research has explored socialization within internships instead of as anticipatory socialization for future employment. To fill this gap, I collected qualitative and quantitative data over 15 months: before people’s internships, after their internships, and upon full-time employment. Results from interview, observation, and questionnaire data suggest that participants learn about and adapt to organizations and vocations during their internships, but more importantly, internships may provide more realistic anticipatory socialization than other means of anticipatory socialization (e.g., recruitment, vocational messages). This study helps us reconsider the role that anticipatory socialization plays in work. Whereas previous research has described anticipatory socialization as a beneficial endeavor for prospective employees (Phillips, 1998), this study shows an unfavorable side of prior experiences. Internships showed interns and organizations exactly what full-time employment would be like, dissuading most interns or organizations (78%) to continue their relationship. Whereas traditional means of anticipatory socialization (e.g., recruitment, vocational messages) provide just enough of an introduction, internships may provide such an in-depth preview that they make applicants and organizations less desirable. / text