Newcomer adjustment: Examining the role of managers’ perception of newcomer proactive behavior during organizational socialization.

2017 ◽  
Vol 102 (6) ◽  
pp. 993-1001 ◽  
Author(s):  
Allison M. Ellis ◽  
Sushil S. Nifadkar ◽  
Talya N. Bauer ◽  
Berrin Erdogan
Keyword(s):  
Organizational Socialization ◽  
Proactive Behavior ◽  
Newcomer Adjustment

Understanding career advancement of newcomers from perspective of organizational socialization

2020 ◽  
Vol 14 (3) ◽  
pp. 789-809
Author(s):  
Hui He ◽  
Junguang Gao ◽  
Liumei Yan
Keyword(s):  
Career Advancement ◽  
Organizational Socialization ◽  
Mediating Effect ◽  
Mediation Effect ◽  
Proactive Behavior ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship ◽  
Moderating Role

Purpose The purpose of this paper is to investigate how to facilitate newcomers’ career advancement within an organization and diminish their intention to quit from the perspective of socialization. In addition, the moderating role of the type of newcomers on the relationship between socialization tactics and career advancement, and consequently, on the mediating effect of newcomers’ proactive socialization behavior, will be examined. Design/methodology/approach Longitudinal survey research was conducted in the tertiary industry in four large cities of China. Regression analysis and bootstrapping method were used to verify the hypothesized relationships. Findings Organizational socialization tactics could have positive effects on newcomers’ proactive socialization behavior and promotion prospects. And newcomers’ proactive socialization behavior partly mediates the relationship between organizational socialization tactics and their promotion prospects. The type of newcomers moderates the relationship between proactive socialization behavior and promotion prospects and also the mediation effect of proactive behavior, which says a moderated mediating effect. Practical implications Employers should put more value on college recruitment, making good use of social media tools in particular. And they should also select applicants with proactive personality traits. Finally, a series of structured orientation programs should be implemented for all newcomers. Originality/value This study contributes evidence for career advancement as one of the distal socialization outcomes, the moderating role of the type of newcomers on the relationship between socialization and career advancement, and the classification as graduates from school and experienced newcomers from other organizations holds significance to examine newcomers’ socialization.

The Role of Team–Member Exchange in Proactive Personality and Employees’ Proactive Behaviors: The Moderating Effect of Transformational Leadership

2021 ◽  
pp. 154805182110348
Author(s):  
Fong-Yi Lai ◽  
Cheng-Chen Lin ◽  
Szu-Chi Lu ◽  
Hsiao-Ling Chen
Keyword(s):  
Transformational Leadership ◽  
Team Member ◽  
Proactive Personality ◽  
Moderating Effect ◽  
Future Research ◽  
Proactive Behavior ◽  
Team Member Exchange ◽  
Member Exchange ◽  
Proactive Behaviors

This study conceptualizes team–member exchange as a mediator and transformational leadership as a moderator to understand the role of proactive personality in two types of proactive behaviors (affiliative and challenging). Considering the issue of common method variance, data were collected following a multitemporal and multisource research design, and the hypotheses were tested on a sample of 210 participants. The results showed that after controlling leader–member exchange, team–member exchange mediated the relationship between proactive personality and employees’ proactive behaviors. In addition, transformational leadership strengthened the positive relationship between the team–member exchange and challenging proactive behavior. Moreover, transformational leadership had a stronger moderating effect on challenging proactive behavior than affiliative proactive behavior. Strengths, limitations, practical implications, and directions for future research are discussed.

Psychological Safety, Need for Cognition, and Proactivity among Public Sector Employees

2019 ◽  
Vol 34 (2) ◽  
pp. 99-126
Author(s):  
Kim Byeongjo
Keyword(s):  
Public Sector ◽  
Self Efficacy ◽  
Psychological Safety ◽  
Need For Cognition ◽  
Work Behavior ◽  
Equation Modeling ◽  
Proactive Behavior ◽  
Two Samples ◽  
Public Sector Employees

While employee proactivity has been hailed in management literature as a critical characteristic enabling an organization to accomplish its goals, little is known about how public sector employees exert proactivity at work. This study examines the effect of individual and contextual factors that enhance proactive work behavior among public sector employees. Using two samples of nonprofit hospital employees and part-time graduate students working in the public sector, we investigate the role of the need for cognition and psychological safety in promoting proactive behavior at work. We also examine the mediating role of self-efficacy in the relationship between the two antecedents and proactive behavior. We first confirm the measurement invariance across two samples and then examine hypothesized relationships using structural equation modeling. Our results show that both the need for cognition and perceived psychological safety promote proactive behavior through the mediation of employee’s role breadth self-efficacy.

scholarly journals Socialização organizacional no setor público: ações e percepções de novatos e experientes

2020 ◽  
Vol 13 ◽  
pp. 1314-1331
Author(s):  
Diogo Reatto ◽  
Janette Brunstein
Keyword(s):  
Public Management ◽  
Organizational Socialization ◽  
Sao Paulo ◽  
Proactive Behavior ◽  
Direct Effects ◽  
Government Employees ◽  
History Of ◽  
Triangular Relationship ◽  
Practical Implications ◽  
Interactionist Approach

Purpose – This study aims to explain how the process of organizational socialization of newcomers occurs in a public faculty.Design/methodology/approach – This qualitative and interpretativist research was conducted under an interactionist approach. We interviewed 14 newcomers and also experienced government employees from a state public faculty in São Paulo. The content of the interviews was analyzed by a categorization process.Findings – The findings show that socialization of newcomers is self-motivated, informal, non-institutionalized, influenced by the normative nature of work and insufficient support given by the group. Newcomers’ admission into the workplace does not cause serious conflicts or tensions that could lead to changes in the workplace. It is the proactive behavior of the newcomers that allows them to adapt to work and know traditions, beliefs and history of the organization.Research limitations/implications – The limitation of this study is the context of a public university’s workplace. Practical implications – This research allows the organization to get information about the triangular relationship between challenge, support and trust which could have direct effects on the newcomers’ workplace learning.Social implications – We propose that the organization creates a workplace in which the employees can feel strong bonds of solidarity and collectivism, and in which they could have concrete opportunities to realize that their work can contribute to something important, impacting, in the group and in the organization.Originality/value – This study articulates the concepts of organizational socialization, proactive behavior and self-socialization, which may provide future implications for public management in universities.

The effects of individual differentiation on newcomer group identification

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jenny Chen ◽  
Helena D. Cooper-Thomas
Keyword(s):  
Organizational Socialization ◽  
Group Identification ◽  
Negative Influence ◽  
Role Modeling ◽  
Social Feedback ◽  
Content Type ◽  
Verification Process ◽  
Individual Differentiation ◽  
Indirect Relationship

PurposeWith organizations hiring from increasingly diverse labor markets, this study aims to examine the implications of newcomers’ individual differentiation for their group identification. The paper proposes and tests a self-verification process in which individual differentiation predicts group identification through role innovation under positive social feedback on innovation (moderated mediation). Simultaneously, a self-categorization pathway is examined of the indirect negative influence of individual differentiation on group identification through role modeling (mediation).Design/methodology/approachSurvey data were collected at three time points from 161 UK university alumni.FindingsThe analyses support a self-verification pathway: newcomers with high individual differentiation report higher group identification via role innovation only when they receive positive feedback on their innovative actions. However, there was no support for a self-categorization pathway, with no indirect relationship found between individual differentiation and group identification via role modeling.Practical implicationsHR practitioners and managers who are responsible for helping newcomers adjust should consider newcomers’ individual differentiation. Specifically, newcomers with high individual differentiation may more successfully navigate their transition and identify with their workgroup when given appropriate support, such as positive social feedback on their innovative actions.Originality/valueThe study extends organizational socialization research by focusing on when newcomers with high individual differentiation may experience group identification. The findings highlight the important role of positive social feedback on group identification; this suggests a potential means by which newcomers with high individual differentiation can settle successfully.

scholarly journals Team Dynamics, Leadership, and Employee Proactivity of Vietnamese Firms

2019 ◽  
Vol 5 (1) ◽  
pp. 16 ◽  
Author(s):  
Tan Huynh ◽  
Minh Duong ◽  
Thuy Phan ◽  
Tu Do ◽  
Truc Do ◽  
...  
Keyword(s):  
Social Exchange ◽  
Leadership Style ◽  
Social Exchange Theory ◽  
Future Research ◽  
Proactive Behavior ◽  
Full Time ◽  
Managerial Implications ◽  
Taking Charge ◽  
Future Research Directions

Integrating the relational approach and social exchange theory, the authors conceptualize the quality of leader‒member and team member exchanges as mediators for understanding the role of transformational leadership in employee proactive behaviors (e.g., voice, taking charge, and innovative behaviors). The results based on data collected from 352 full-time employees working in pharmaceutical companies in Vietnam largely support the proposed theoretical framework and shed light on the mechanism through which leadership style influences employee proactivity in a manufacturing context. Using the results, the authors discuss research limitation and, managerial implications, and suggest future research directions for the relationship between leadership style and employee proactive behavior.

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