Organizational assimilation is an ongoing and dynamic relationship between organization and individual member, where employees learn the expected norms of the organization and feel that they are able to attempt to make a change to the organization. Organizational members rely on social interactions within the organization to acquire the necessary knowledge they need to perform their roles, as well as support to attempt changes within the organization. This study proposes that feelings of inclusion, or the perception that an employee both belongs to and is unique within an organization, may be an influential construct associated with organizational assimilation and beneficial assimilation outcomes. This study conducts quantitative analysis of survey data collected from employees at a university in the Pacific Northwest, and considers the following components of organizational assimilation, organizational knowledge and individualization, and their potential connection to inclusion in the workplace. Inclusion in the workplace is conceptualized as social inclusion and task inclusion. This study finds that organizational knowledge and individualization are positively associated with social and task inclusion. This is useful to assimilation literature, because inclusion is not often considered when studying organizational assimilation. In addition, these results indicate that inclusion in the workplace is valuable to creating a workplace where employees feel that they can invest themselves in an organization, and are free to individualize their role or attempt to make some sort of change to the organization.
| Identifer | oai:union.ndltd.org:pdx.edu/oai:pdxscholar.library.pdx.edu:open_access_etds-5610 |
| Date | 02 August 2018 |
| Creators | Miller, Marisa Jean |
| Publisher | PDXScholar |
| Source Sets | Portland State University |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | Dissertations and Theses |
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