The aim of the study was to analyze mentor‘s role in new employee socialization. 373 newcomers and 56 mentors took part in the study. Newcomers filled the questionnaires evaluating their socialization (amount of different information, job related state anxiety, feeling of insider, perceived professional competency, evaluation of job and organization), characteristics of new employee (age, highest educational level attained, work experience, current position) and nearest surroundings (leadership style, leader-member exchange (LMX) quality, work group climate, group size and presence of mentorship programs). Mentors had to fill the questionnaires measuring organizational commitment, job satisfaction, work motivation, mentoring experience and professional, social and andragogical competencies. The results show that LMX, work group climate, group size and mentorship programs are the factors allowing to differentiate newcomers by the level of their socialization (high or low). The organizational socialization of employees who had and who had no mentors is very similar. Yet if employees had no mentors, the responsibility and workload sharing the information felt on their direct executives. High quality LMX, directive leadership style and friendly work group climate accelerate new employee socialization and these factors are significally more important when new employees have no mentors. Professional and social competencies of mentors and their organizational commitment are the... [to full text] / Disertacijos tikslas – išanalizuoti mentoriaus vaidmenį naujų darbuotojų socializacijos procese. Tyrime dalyvavo 373 nauji darbuotojai ir 56 mentoriai. Apklausiant naujus darbuotojus buvo vertinami jų socializacijos rodikliai (turima informacija, patiriamas nerimas darbe, jautimasis tikruoju organizacijos nariu, suvokta profesinė kompetencija, darbo ir organizacijos vertinimas), jų asmeninės (amžius, išsilavinimas, darbo patirtis, darbo pobūdis) bei artimiausios darbo aplinkos (vadovavimo stilius, vadovo ir pavaldinio santykių kokybė, grupės klimatas ir grupės dydis, ar buvo paskirtas mentorius) charakteristikos. Apklausiant mentorius buvo vertinamas jų įsipareigojimas organizacijai, pasitenkinimas darbu ir darbo motyvacija, mentorystės patirtis bei profesinė, socialinė ir andragoginė kompetencijos. Rezultatai rodo, kad geresnę ir blogesnę naujų darbuotojų socializaciją organizacijoje geriausiai diferencijuoja vadovo ir pavaldinio santykių kokybė, darbo grupės klimatas ir dydis bei mentoriaus skyrimas naujam darbuotojui. Mentorius turėjusių ir neturėjusių naujų darbuotojų socializacija yra panaši, tačiau jų neturėjusių darbuotojų imtyje didesnis darbo krūvis ir atsakomybė, teikiant informaciją tenka vadovui. Be to, mentorių neturėjusių naujų darbuotojų imtyje socializacijos rodiklių ir vadovo ir pavaldinio santykių kokybės, direktyvaus vadovavimo stiliaus, darbo grupės klimato koreliacijos statistiškai didesnės nei mentorius turėjusių imtyje. Su naujų darbuotojų socializacija... [toliau žr. visą tekstą]

Doctor of Philosophy / Department of Psychological Sciences / Patrick A. Knight / The present study examined onboarding information acquisition and the mediated impact of shared mental model on newcomers' organizational commitment, job satisfaction, and intentions to quit. Onboarding is the initial stage of the socialization process that provides information pertinent to facilitating newcomers' transition into the organization. Previous research stated that a dearth in the socialization literature existed pertaining to intra-individual cognitive mediators. As a result, the present study identified and evaluated the variable, shared mental model, as an underlying mechanism through which information acquisition operated within the onboarding process. The study postulated that newcomers actively evaluated for perceived congruency their own mental models with those espoused by the organization with these perceptions influencing individual organizational commitment, job satisfaction, and intentions to quit. Data were collected via Qualtrics from 305 full-time employees who were experiencing onboarding at the time of study. Participants completed a series of scales relevant to newcomer information seeking behavior, clarity of job role and work processes, and specific organizational outcomes (e.g., organizational commitment, job satisfaction, and intentions to quit) through an online data collection hub. A confirmatory factor analysis supported the factor structures for each of the latent variables (the antecedent, mediator, three socialization outcomes) evaluated in the present study. The proposed mediated socialization process was then examined by way of structural equation modeling. Results showed that shared mental models did mediate the relationships between newcomer employee behaviors and specific socialization outcomes. Furthermore, relationships between the antecedent, newcomer employee behaviors, and two of the socialization consequences, organizational commitment and job satisfaction, appeared to be fully mediated by the presence of shared mental models in the analysis (the intentions to quit relationship was partially mediated). Practical and theoretical implications, in addition to limitations and recommendations of the research are discussed.

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Cette thèse porte sur l’analyse du processus d’adoption par le client d’une innovation commerciale. Plus particulièrement, elle étudie le rôle de la Socialisation Organisationnelle du Client sur le lien entre la Satisfaction Relationnelle et la Fidélité client à une nouvelle forme de vente. Dans cette optique, nous avons réalisé une étude exploratoire dans le but d’identifier les variables favorisant le succès d’une innovation commerciale ainsi que le processus d’adoption et d’apprentissage d’une innovation commerciale. La particularité de notre démarche réside dans le fait d’avoir interrogé différents segments de clients (et de non clients) mais aussi d’avoir observé les collaborateurs d’un DRIVE (Click&Carry). La première partie aboutit ainsi à une modélisation de l’adoption d’une innovation commerciale que nous testons dans la deuxième partie auprès de clients et d’employés. De plus, nous mettons en relation l’extraction des données de consommation des clients interrogés avec les données déclaratives issues des clients et des employés de contact.Les résultats de la recherche corroborent le rôle modérateur de la Socialisation Organisationnelle du Client (SOC) et de la Perception de la Socialisation Organisationnelle de l’Employé (PSOE), leur rôle variant en fonction du type d’innovation commerciale observée. Il en va de même au sujet du lien entre la Socialisation Organisationnelle de l’Employé (SOE) et, la Socialisation Organisationnelle du Client (SOC) d’une part, et, d’autre part, la Perception de la Socialisation Organisationnelle de l’Employé (PSOE), bien qu’il ne s’agisse que d’une démarche exploratoire / This thesis focuses on the analysis of a retailing innovation adoption process by customers. More in particular it examines the effect of Customer Organizational Socialization on the relationship between Relational Satisfaction and Customer Loyalty to a new form of selling.Towards this end, we conducted an exploratory study to identify variables promoting the success of a retailing innovation as well as the adoption and learning processes of a new form of selling. The advantage of our approach lies not only on having surveyed various customers and non-customers groups but also on having observed employees of a "Click and Collect". The first part led to a model of the adoption of a retailing innovation. In the second part, we tested this model on the basis of a customer and employee database. In addition, we related the extraction of our surveyed customers consumption data with declarative data from customers and contact employees.The research findings support the moderating effect of Customer Organizational Socialization (COS) and the Perception of Employee Organizational Socialization (PEOS), their role varying depending on the type of the retailing innovation. The same results are obtained about the relationship between Employee Organizational Socialization (EOS) and Customer Organizational Socialization (COS) on one part, and the Perception of Employee Organizational Socialization (PEOS) on the other part, although it is only an exploratory approach

Bakgrund: En bra arbetsmiljö ger förutsättningar för att individer upplever välbefinnande på sin arbetsplats. Onboarding (arbetsplatsintroduktion) innebär den process en medarbetare genomgår från att inte kunna arbetet till att bli en fullärd medarbetare med rätt förmågor och beteenden som överensstämmer med det som arbetsplatsen behöver. Syfte: Att exemplifiera arbetsgivares upplägg och insatser beträffande arbetsplatsintroduktion. Ytterligare syften är att undersöka chefers erfarenheter och upplevelser om innehåll och utförande av erhållen introduktion, samt undersöka om introduktion anses ha betydelse för personals arbetsrelaterade välbefinnande. Metod: Studiens design är en deskriptiv intervjustudie. Tolv intervjuer genomfördes och materialet analyserades enligt kvalitativ innehållsanalys. Resultat: Intervjuerna resulterade i två innehållsanalyser, en där HR-personal var informanter och en där chefer var informanter. Analysen med HR-informanter resulterade i en kategori; ”Upplägg av företagens introduktionsprogram” med fyra underkategorier och analysen med chefsinformanterna resulterade i tre kategorier, ”Erfarenheter att lära sig chefsrollen”, ”Chefer har olika utgångslägen och behov”, där nio underkategorier identifierades. Slutsats: Liksom tidigare forskning förstärker uppsatsens resultat att sociala relationer är den främsta faktorn för att lära sig en verksamhet och tillägna sig en yrkesroll (chefsrollen) och även den mest betydande faktorn för att uppleva välbefinnande på en arbetsplats. Informanternas erfarenheter och upplevelser urskiljer vissa komponenter som är viktiga att beakta när organisationer ska utforma introduktionsstrategier vilka är; om chefer är externt/internt rekryterade, deras chefsnivå och tidigare chefserfarenhet samt möjligheten att få framföra egna önskemål och behov av introduktion. / Background: A good working environment creates opportunities for individuals to experience well-being at the workplace. Onboarding is the processes through which a new employee goes from being an organizational outsider to become an organizational insider with the right skills and behaviours that are consistent with what the organization needs. Aim: To give examples of set up and efforts of introduction programmes for new employees and to investigate managers´ experiences of onboarding and if onboarding programme is considered to have an effect on well-being at the workplace. Method: A descriptive study was conducted based on twelve interviews and the interview material was analysed according to qualitative content analysis. Result: Two qualitative content analyses were completed, the first one with Human Resources (HR) staff and the second one based on manager interviews. The analysis with HR staff resulted in one category; ”The setup of the companies onboarding programmes”, with four subcategories and the second analysis resulted in three categories; ”Experiences to learn the managerial role”, ”Managers have different needs and starting-points” and ”Factors for successful onboarding”. A total of nine subcategories were identified. Conclusion: Previous researchs show that social relations are the primary factor for new employees to learn their work and managerial role. It is also the foremost factor to experience well-being at the workplace. The knowledge and experiences of the interviewed show similarities for certain components to consider when to establish onboarding processes in an organization. They are; if managers were in-house recruited or externally recruited, their manager level, their previous experience of being a manager and opportunities to express individual wishes and needs in an onboarding programme.

Scholars have largely overlooked philosopher Soren Kierkegaard’s thoughts on occupational, vocational, and work topics, although he did concern himself with occupational topics. This theoretical piece explores Kierkegaard’s concept of “leveling” (Nivelleringen), connecting it to human resource development (HRD) and organizational socialization processes, which are often conducted by HRD departments. Organizational socialization is important as it provides newcomers with functional and cultural information. Similar to the concept of leveling, however, organizational socialization can provide employees with taken-for-granted socially constructed definitions of the self. This article proposes expanding edification and capability for individuals in the workplace via Kierkegaardian indirect communication in HRD and organizational socialization practices.

The purpose of this study was to investigate the relationship between the socialization of English instructors at preparatory schools of Turkish universities at organization, department and task levels, and various individual (academic degree, teaching experience, length of employment at current work place, job satisfaction, commitment, and self-efficacy) and organizational (type of university, training, work conditions, knowledge sharing) variables. A pilot study with 225 instructors from four universities was conducted to confirm the validity of Haueter, Macan, and Winter&rsquo / s (2003) Newcomer Socialization Questionnaire (NSQ) adapted into Turkish. Although the results of exploratory factor analysis in the pilot study did not reveal supportive results for the structures in NSQ, results of the confirmatory factor analysis indicated moderate fit for the structures in the scale. The main study was designed as a correlational study and the participants comprised of 737 English instructors working at 16 public and private universities selected from four cities in Turkey and Turkish Republic of Northern Cyprus via cluster sampling. In order to collect the data, an inventory consisting of three parts made up of self-developed and pre-developed scales was utilized. The first part consisted personal questions about education, age, gender and length of employment of the participants. The second part included questions about training and work conditions of the participants. The items related to training and work conditions were developed by the researchers. The third and final part of the inventory consisted of five separate scales for measuring both the predicted and predictor variables. Turkish adaptation of three-dimensional Organizational Socialization Scale, which was self-developed, and the Turkish version of three-dimensional Teachers&rsquo / Sense of Efficacy Scale developed and validated by &Ccedil / apa, &Ccedil / akiroglu, and Sarikaya,(2005), three-dimensional Organizational Commitment Scale developed and validated by Wasti (1997), Job Satisfaction and Knowledge Sharing scales developed by Kondak&ccedil / i and Haser (2011), all of which were pre-developed were utilized to measure the predictors of organizational socialization. Both descriptive and inferential statistics techniques were used for the data analysis. Exploratory factor analysis and confirmatory factor analysis for the self-developed Organizational Socialization Scale, and confirmatory factor analyses for the pre-developed Teachers&rsquo / Efficacy Scale, Organizational Commitment Scale, Job Satisfaction Scale and Knowledge Sharing Scale were conducted within the scope of this study. Hierarchical multiple regression analyses was carried out in order to investigate the relationship between organizational socialization and its predictors. Descriptive, inferential and multiple regression statistical analyses were performed by the software PASW Statistics 18 and the confirmatory factor analysis was performed by the software AMOS 18. The results of the main study revealed that socialization of English instructors to the organization, department, and task are significantly predicted by several organizational and individual variables. Among organizational variables knowledge sharing and training are the most significant ones / and among individual variables, job satisfaction, self-efficacy for instructional strategies, and affective commitment are the most significant ones. In this respect, the practitioners in the field should provide necessary conditions so as to promote and improve knowledge sharing, job satisfaction, appropriate training in the work place, as well as offering opportunities for instructors to improve their self-efficacy as a teacher and satisfaction with the job, which can lead to increase in affective commitment.

The Relationship between Organizational Socialization, Information Seeking Behavior, and Organizational Commitment of New High-tech Professionals Abstract Due to the rapid growth of high-tech industry in Taiwan, there is an increasing need for high-tech professionals. Therefore, it is easy for high-tech professionals to switch jobs frequently. This phenomenon causes high-tech companies to spend a lot of money and time on the management of newcomers every year, so it is important to understand how newcomers adjust to the new environment and increase their commitment to the organization. Organizational socialization is generally defined as the process whereby newcomers learn the behaviors and attitudes for assuming roles in an organization. Research on socialization has focused on the socialization tactics used by organizations and tends to portray newcomers as passive in the socialization process. However, relatively is known about how newcomers obtain the information they need. Hence, this study was designed to examine the relationship between organizational socialization, information seeking behavior and organizational commitment of high-tech professionals. Besides, this research also examined the mediating effects of socialization content on the relationship between organization socialization and organizational commitment and the relationship between information seeking behavior and organizational commitment. Surveys were given to 99 new professionals six and twelve months into their jobs. The results of the research indicate that: 1. High-tech companies tend to use institutionalized socialization tactics; new professionals tend to use overt, third party and observing tactics to obtain the information . 2. Collect, sequential, fixed and serial socialization tactics are associated with high socialization content; overt and observing information seeking tactics are associated with high socialization content. 3. Sequential fixed and serial socialization tactics are associated with high organizational commitment; observing information seeking tactic and high socialization content are associated with high organizational commitment. 4. The mediating effects of socialization content on the relationship between organization socialization and organizational commitment and the relationship between information seeking behavior and organizational commitment are not obvious. Key words: organizational socialization, information seeking behavior, socialization commitment, high-tech company, newcomer

Newcomers engage in proactive behaviors during organizational entry to increase their adjustment to the organization and to successfully complete their socialization. The present study investigated the links between proactive socialization tactics (i.e., positive framing, sense making and relationship building) and organizational outcomes. Specifically, organizational citizenship behaviors (e.g., assisting coworkers) and counterproductive work behaviors (e.g., verbal abuse) were investigated. The sample included 216 employees from various industries and organizations with an average organizational tenure of 9 months. The results indicated that all proactive socialization behaviors were associated with high levels of citizenship behaviors (i.e., OCB). Only positive framing was associated with low levels of counterproductive work behaviors (e.g., CWB). Furthermore, newcomer adjustment variables (i.e., role clarity, self-efficacy and social integration) were positively related to OCB and negatively related to CWB. The results also provided some support for the newcomer adjustment variables as mediators between proactive socialization behaviors and OCB/CWB. The present study also investigated the role of procedural justice in this model that links proactive socialization behaviors to OCB/CWB through newcomer adjustment variables. Results indicated procedural justice moderated the relationship between relationship building and newcomer adjustment including role clarity, self-efficacy and social integration.

Šio tyrimo tikslas buvo patikrinti kokiais ryšiais yra susiję darbuotojų asmenybės savybių, organizacinės socializacijos ir organizacinio įsipareigojimo konstruktai. Tyrime dalyvavo 172 įvairių organizacijų darbuotojai, iš kurių 58 buvo vyrai ir 112 – moterų. Darbuotojų asmenybės savybės buvo įvertintos naudojant Didžiojo penketo klausimyną, kurį sukūrė John ir kt. (1991). Šiuo klausimynu matuotos ekstraversijos, sutariamumo, sąžiningumo, neurotiškumo ir atvirumo patyrimui asmenybės savybės. Organizacinis įsipareigojimas įvertintas Porter ir kt (1979) organizacinio įsipareigojimo klausimynu. Organizacinė socializacija įvertinta naudojant Taormina (2004) sukurtu ir peržiūrėtu organizacinės socializacijos inventoriumi. Šis inventorius socializaciją matuoja darbo mokymų, supratimo, kaip veikia organizacija, bendradarbių palaikymo bei ateities perspektyvų skalėmis. Pagrindiniai tyrimo rezultatai parodė, jog organizacijų darbuotojams taikoma socializacija yra susijusi su organizaciniu įsipareigojimu. Kuo daugiau organizacija taiko socializacijos taktikas, tuo labiau jai įsipareigoję jaučiasi darbuotojai. Kitas svarbus tyrimo rezultatą atskleidė, jog individualiai geriau socializavęsi jaučiasi tie darbuotojai, kurie pasižymi ekstraversija, sutariamumu, sąžiningumu bei atvirumu patyrimui. / The main purpose of this study was to examine the relationship among employees’ personality traits, organizational socialization and organizational commitment. The participants of the present study were 172 employees (58 men and 112 women), working in various organizations. Employees’ personality traits were assessed with Big Five Inventory, developed by John et al. (1991), which included extraversion, agreeableness, consciousness, openness to experience and neurotism scales. Organizational commitment was assessed with Porter et al. (1979) organizational commitment questionnaire. Organizational socialization was assessed with organizational socialization inventory, developed and revised by Taormina (2004). This inventory included training, understanding, coworker support and future prospects. The general findings of the study indicated that employees’ socialization applied in organizations is significantly related to organizational commitment. Results showed that more socialization tactics organization applied, more their employees were committed to this organization. Another finding showed, employees that are more extraverts, agreeable, conscious and open to experience are likely to feel more socialized to organizations.