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Ala M Saks - One of the best experts on this subject based on the ideXlab platform.

  • Making organizations more effective through Organizational Socialization
    Journal of Organizational Effectiveness: People and Performance, 2014
    Co-Authors: Ala M Saks, Jamie A. Gruman
    Abstract:

    Purpose – The purpose of this paper is to consider the potential effects of Organizational Socialization on Organizational-level outcomes and to demonstrate that Organizational Socialization is an important human resource (HR) practice that should be included in research on strategic human resource management (SHRM) and should be part of a high-performance work system (HPWS). Design/methodology/approach – This paper reviews the research on SHRM and applies SHRM theory and the ability-motivation-opportunity model to explain how Organizational Socialization can influence Organizational outcomes. The implications of psychological resource theories for newcomer adjustment and Socialization are described and Socialization resources theory is used to explain how Organizational Socialization can influence different indicators of newcomer adjustment. Findings – An integration of SHRM theory and Organizational Socialization research indicates that Organizational Socialization can influence Organizational outcomes ...

  • Organizational Socialization and Newcomers’ Psychological Capital and Well-Being
    Advances in Positive Organizational Psychology, 2013
    Co-Authors: Jamie A. Gruman, Ala M Saks
    Abstract:

    From the start, Organizational Socialization has been all about learning. In fact, most definitions of Organizational Socialization are very explicit about this and the general notion that Socialization involves learning “the ropes” of a particular Organizational role (Fisher, 1986). Socialization has been described as a sense-making and learning process in which newcomers acquire a variety of types of information and knowledge to become effective members of the organization (Klein & Weaver, 2000).

  • Organizational Socialization and positive Organizational behaviour implications for theory research and practice
    Canadian Journal of Administrative Sciences-revue Canadienne Des Sciences De L Administration, 2011
    Co-Authors: Ala M Saks, Jamie A Gruma
    Abstract:

    The purpose of this paper is to advocate a shift in research and practice on Organizational Socialization towards one based on positive Organizational behaviour (POB). First, we demonstrate how the prevailing perspectives of Organizational Socialization are based on a cognitive-learning process that emphasizes information and knowledge acquisition. We then review the literature on POB and psychological capital (PsyCap) and argue that Socialization processes should be designed to develop the PsyCap of newcomers. We offer a new approach to Organizational Socialization called Socialization resources theory (SRT) and describe four broad Socialization resources that can be used to develop newcomers' self-efficacy, hope, optimism, and resilience. Finally, we discuss the implications of this approach for research and practice on Organizational Socialization. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.

  • Organizational Socialization tactics and newcomer proactive behaviors: An integrative study
    Journal of Vocational Behavior, 2006
    Co-Authors: Jamie A. Gruman, Ala M Saks, David Zweig
    Abstract:

    Abstract The purpose of this study was to examine the relationship between Organizational Socialization tactics, newcomers’ self-efficacy, proactive behaviors, and Socialization outcomes. Based on a sample of 140 co-op university students who completed surveys at the end of their work term, the results indicated that newcomers’ self-efficacy and institutionalized Socialization tactics were positively related to newcomer proactive behaviors. The results also indicated that newcomer proactive behaviors partially mediated the relationship between their self-efficacy and Organizational Socialization tactics with a number of proximal and distal Socialization outcomes. Furthermore, feedback-seeking and information-seeking moderated the relationship between Socialization tactics and several Socialization outcomes. Institutionalized Socialization tactics were more strongly related to Socialization outcomes for newcomers who engaged in less feedback-seeking and information-seeking behavior. These results support an interactionist approach to Organizational Socialization in which newcomers’ self-efficacy, proactive behavior, and Organizational Socialization tactics all contribute to newcomers’ adjustment and Socialization.

  • Organizational Socialization: Making sense of the past and present as a prologue for the future.
    Journal of Vocational Behavior, 1997
    Co-Authors: Ala M Saks, Blake E. Ashforth
    Abstract:

    Abstract There has been a remarkable resurgence of research in Organizational Socialization in the past 5 years. In fact, there have been more published studies in this period than in any previous period. The diversity of topics and the use of longitudinal designs has provided a substantial increase in our understanding of the Socialization process. In this review of Organizational Socialization, we attempt to make sense of the last 5 years of research as a prologue for the future. First, we review several theoretical perspectives that have driven most of the research and present a multi-level process model of Organizational Socialization that integrates current theory and research. Second, we review the research in six major areas: Socialization tactics; Socialization training; proactive Socialization; Socialization learning and content; group Socialization; and moderators, mediators, and individual differences. Third, we evaluate the methodology and measurement used in Socialization research. Finally, we conclude with a discussion of research needs for the next 5 years of Organizational Socialization research.

Guido Alessandri - One of the best experts on this subject based on the ideXlab platform.

  • Personality trait change at work: Associations with Organizational Socialization and identification
    Journal of personality, 2020
    Co-Authors: Guido Alessandri, Enrico Perinelli, Richard W. Robins, Michele Vecchione, Lorenzo Filosa
    Abstract:

    Author(s): Alessandri, Guido; Perinelli, Enrico; Robins, Richard W; Vecchione, Michele; Filosa, Lorenzo | Abstract: OBJECTIVE:This study investigates associations between Big Five personality trait change, Organizational Socialization, and Organizational identification during a 3-year police officer training program (N = 416 police officer cadets). METHOD:Participants completed a questionnaire measuring the Big Five personality traits when they entered the training academy, and then, completed the same personality questionnaire, along with measures of Organizational Socialization and identification, during their 2nd (n = 360) and 3rd (n = 397) year of training. RESULTS:Results corroborated the hypotheses that (a) the Big Five traits can show systematic changes even across a relatively short time period and (b) this change is functional, given that the latent difference scores of all Big Five traits significantly predicted increases in Organizational Socialization and identification. CONCLUSION:The Big five personality traits showed significant mean level changes across the 3-year training program. Although these changes were not fully consistent with theoretical expectations, they did predict two aspects of Organizational adjustment (Socialization and identification). The theoretical and practical implications of these findings were discussed.

  • The rocky road to prosocial behavior at work: The role of positivity and Organizational Socialization in preventing interpersonal strain.
    PloS one, 2018
    Co-Authors: Stefano Livi, Annalisa Theodorou, Marika Rullo, Luigi Cinque, Guido Alessandri
    Abstract:

    Among relevant consequences of Organizational Socialization, a key factor is the promotion of Organizational citizenship behaviors toward individuals (i.e. OCBI). However, the relation between Organizational Socialization and OCBI has received little attention. This study tests the validity of a moderated mediation model in which we examine the mediating effect of a decreased interpersonal strain on the relationship between Organizational Socialization and OCBI, and the moderation role of a positive personal resource in reducing interpersonal strain when an unsuccessful Socialization subsists. A cross-sectional study was conducted on 765 new recruits of the Guardia di Finanza–a military Police Force reporting to the Italian Minister of Economy. Findings confirm our hypothesis that interpersonal strain mediates the relationship between Organizational Socialization and OCBI. The index of moderated mediation results significant, showing that this effect exists at different levels of positivity. Theoretical and practical implications for promoting pro-Organizational behaviors are discussed.

  • Preprint_The rocky road to prosocial behavior: The role of positivity and Organizational Socialization in preventing interpersonal strain
    2017
    Co-Authors: Stefano Livi, Annalisa Theodorou, Marika Rullo, Luigi Cinque, Guido Alessandri
    Abstract:

    Among relevant consequences of Organizational Socialization, a key factor is the promotion of Organizational citizenship behaviors toward individuals (i.e. OCBI). However, the relation between Organizational Socialization and OCBI has received little attention. This study tests the validity of a moderated mediation model in which we examine the mediating effect of a decreased interpersonal strain on the relationship between Organizational Socialization and OCBI, and the moderation role of a positive personal resource in reducing interpersonal strain when an unsuccessful Socialization subsists. A cross-sectional study was conducted on 765 new recruits of the Guardia di Finanza – a military Police Force reporting to the Italian Minister of Economy. Findings confirms our hypothesis that interpersonal strain mediates the relationship between Organizational Socialization and OCBI. The index of moderated mediation results significant, showing that this effect exists at different levels of positivity. Theoretical and practical implications for promoting pro-Organizational behaviors are discussed.

Jamie A. Gruman - One of the best experts on this subject based on the ideXlab platform.

  • Making organizations more effective through Organizational Socialization
    Journal of Organizational Effectiveness: People and Performance, 2014
    Co-Authors: Ala M Saks, Jamie A. Gruman
    Abstract:

    Purpose – The purpose of this paper is to consider the potential effects of Organizational Socialization on Organizational-level outcomes and to demonstrate that Organizational Socialization is an important human resource (HR) practice that should be included in research on strategic human resource management (SHRM) and should be part of a high-performance work system (HPWS). Design/methodology/approach – This paper reviews the research on SHRM and applies SHRM theory and the ability-motivation-opportunity model to explain how Organizational Socialization can influence Organizational outcomes. The implications of psychological resource theories for newcomer adjustment and Socialization are described and Socialization resources theory is used to explain how Organizational Socialization can influence different indicators of newcomer adjustment. Findings – An integration of SHRM theory and Organizational Socialization research indicates that Organizational Socialization can influence Organizational outcomes ...

  • Organizational Socialization and Newcomers’ Psychological Capital and Well-Being
    Advances in Positive Organizational Psychology, 2013
    Co-Authors: Jamie A. Gruman, Ala M Saks
    Abstract:

    From the start, Organizational Socialization has been all about learning. In fact, most definitions of Organizational Socialization are very explicit about this and the general notion that Socialization involves learning “the ropes” of a particular Organizational role (Fisher, 1986). Socialization has been described as a sense-making and learning process in which newcomers acquire a variety of types of information and knowledge to become effective members of the organization (Klein & Weaver, 2000).

  • Organizational Socialization tactics and newcomer proactive behaviors: An integrative study
    Journal of Vocational Behavior, 2006
    Co-Authors: Jamie A. Gruman, Ala M Saks, David Zweig
    Abstract:

    Abstract The purpose of this study was to examine the relationship between Organizational Socialization tactics, newcomers’ self-efficacy, proactive behaviors, and Socialization outcomes. Based on a sample of 140 co-op university students who completed surveys at the end of their work term, the results indicated that newcomers’ self-efficacy and institutionalized Socialization tactics were positively related to newcomer proactive behaviors. The results also indicated that newcomer proactive behaviors partially mediated the relationship between their self-efficacy and Organizational Socialization tactics with a number of proximal and distal Socialization outcomes. Furthermore, feedback-seeking and information-seeking moderated the relationship between Socialization tactics and several Socialization outcomes. Institutionalized Socialization tactics were more strongly related to Socialization outcomes for newcomers who engaged in less feedback-seeking and information-seeking behavior. These results support an interactionist approach to Organizational Socialization in which newcomers’ self-efficacy, proactive behavior, and Organizational Socialization tactics all contribute to newcomers’ adjustment and Socialization.

David Zweig - One of the best experts on this subject based on the ideXlab platform.

  • Organizational Socialization tactics and newcomer proactive behaviors: An integrative study
    Journal of Vocational Behavior, 2006
    Co-Authors: Jamie A. Gruman, Ala M Saks, David Zweig
    Abstract:

    Abstract The purpose of this study was to examine the relationship between Organizational Socialization tactics, newcomers’ self-efficacy, proactive behaviors, and Socialization outcomes. Based on a sample of 140 co-op university students who completed surveys at the end of their work term, the results indicated that newcomers’ self-efficacy and institutionalized Socialization tactics were positively related to newcomer proactive behaviors. The results also indicated that newcomer proactive behaviors partially mediated the relationship between their self-efficacy and Organizational Socialization tactics with a number of proximal and distal Socialization outcomes. Furthermore, feedback-seeking and information-seeking moderated the relationship between Socialization tactics and several Socialization outcomes. Institutionalized Socialization tactics were more strongly related to Socialization outcomes for newcomers who engaged in less feedback-seeking and information-seeking behavior. These results support an interactionist approach to Organizational Socialization in which newcomers’ self-efficacy, proactive behavior, and Organizational Socialization tactics all contribute to newcomers’ adjustment and Socialization.

Jason D Shaw - One of the best experts on this subject based on the ideXlab platform.