Citation Context

...ons regarding the characteristics of our data should besmentioned. The use of self-report data may introduce a consistency bias,sespecially when analyzing relationships between attitudinal variabless(=-=Podsakoff, MacKenzie, Lee, & Podsakoff, 2003-=-). However, the socialization tactic items referred to perceived managerial practices as opposed tospurely attitudinal variables and, as recommended, we used a time-laggedsdesign to help minimize the ...

Citation Context

...alsdevelopment. POS as a Moderator of Socialization Tactics forsNewcomer Learning POS serves as an indicator that the organization cares about the employee andsis concerned for his or her well-being (=-=Eisenberger et al., 1986-=-). Organizationalssupport may come from different sources, including supervisor’s actions, daysto day fair treatment (Rhoades & Eisenberger, 2002), and human resourcespractices (Gavino, Wayne, & Erdog...

Citation Context

... the employee andsis concerned for his or her well-being (Eisenberger et al., 1986). Organizationalssupport may come from different sources, including supervisor’s actions, daysto day fair treatment (=-=Rhoades & Eisenberger, 2002-=-), and human resourcespractices (Gavino, Wayne, & Erdogan, 2012). As Eisenberger et al. (1986)snote, “. . . employees tend to view actions by agents of the organization assactions of the organization ...

Citation Context

... of newcomers (D. G. Allen & Shanock, 2013;sChen & Eldridge, 2011). Given that employees tend to interpret discretesactions of others within the context of the relationship they have with thatsparty (=-=Cropanzano & Mitchell, 2005-=-), exploring the implications of socialization tactics in interaction with the overall level of support the organizationsprovides to newcomers is likely to provide a fuller picture of the effects ofss...

Citation Context

...n socialization and/or experience informal andsunstructured approaches, and institutionalized socialization, in which thesorganization uses formal and structured procedures for socializing newcomers (=-=Jones, 1986-=-). The socialization literature proposed that because newcomers seek to reduce uncertainty and stress, they tend to conform tosorganizational expectations rather than to “rock the boat” (Van Maanen &s...

Citation Context

...ual, job, and organizational level. As for individual factors, we used proactivity (Ashford & Black, 1996; Ashforth et al.,s2007; Gruman et al., 2006) and included a measure of proactive personalitys(=-=Bateman & Crant, 1993-=-), using the six-item version that Claes, Beheydt, andsLemmens (2005) found most consistent across different European countriess(α = .81). Following Kammeyer-Mueller and Wanberg (2003), individualsfac...

Citation Context

... which is referred to as a custodialsorientation in the literature, while individualized approaches are associatedswith a tendency of newcomers to adopt a more change-oriented approach tostheir role (=-=Ashforth & Saks, 1996-=-). Grant and Parker (2009) noted that oftentimes employees do not approach their job with the idea that their job description is static and, instead, engage in proactive approaches such as job craftin...

Citation Context

...froms254 Group & Organization Management 39(3) role. When newcomers engage in role innovation, they make an attempt toschange their role so that it fits organizational realities. Sense-making theory (=-=Louis, 1980-=-) provides one explanation for whysinstitutional tactics could result in lower levels of innovative role orientation.sThe theory suggests that individuals are inclined to assign meaning and makesinfer...

Citation Context

...s who have high POS have morestrust in the organization (Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008;sWhitener, 2001), and trust has consistently been shown to be related to riskstaking behaviors (=-=Colquitt, Scott, & LePine, 2007-=-). The role of POS as a particularly important buffer for the negative effectssof institutionalized tactics on role innovation is also supported by evidencesfrom the apprenticeship literature. In qual...

Citation Context

...actics, perceived organizationalssupport, learning outcomes, role innovation Organizational socialization is the process of learning (Chao, O’Leary-Kelly,sWolf, Klein, & Gardner, 1994; Feldman, 1981; =-=Ostroff & Kozlowski, 1992-=-)sthrough which newcomers move from being outsiders to becoming effectivesinsiders (Bauer, Morrison, & Callister, 1998; Wanberg, 2012). Organizationssthat accelerate the transition of newcomers into t...

Citation Context

...ture to this age old segment of the workforce. Socialization Tactics and Learning During the organizational socialization process, newcomers undergo a process of learning to reduce their uncertainty (=-=Miller & Jablin, 1991-=-; Saks &sAshforth, 1997a). According to uncertainty reduction theory (Berger,s1979), individuals are motivated to increase the predictability of their interactions and experiences within their new con...

Citation Context

... requires employees to challenge the notion of fittingsa mold (Ashford & Black, 1996). Employees who have high POS have morestrust in the organization (Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008;s=-=Whitener, 2001-=-), and trust has consistently been shown to be related to riskstaking behaviors (Colquitt, Scott, & LePine, 2007). The role of POS as a particularly important buffer for the negative effectssof instit...

Citation Context

... as issue selling (Ashford et al.,s1998; Ling, Floyd, & Baldridge, 2005). Similarly, role negotiation is a potentially risky behavior and requires employees to challenge the notion of fittingsa mold (=-=Ashford & Black, 1996-=-). Employees who have high POS have morestrust in the organization (Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008;sWhitener, 2001), and trust has consistently been shown to be related to riskstaking ...

Citation Context

...ggesting that newcomers were learning to besmembers of the specific organization (Cable & Parsons, 2001). Many studiesshave shown that institutional approaches are positively related to role claritys(=-=Bauer et al., 2007-=-; Saks et al., 2007) and fitting with one’s job (Riordan,sWeatherly, Vandenberg, & Self, 2001), suggesting that newcomers are alsoslearning their role and job. Finally, Cooper-Thomas and Anderson (200...

Citation Context

...the process of learning (Chao, O’Leary-Kelly,sWolf, Klein, & Gardner, 1994; Feldman, 1981; Ostroff & Kozlowski, 1992)sthrough which newcomers move from being outsiders to becoming effectivesinsiders (=-=Bauer, Morrison, & Callister, 1998-=-; Wanberg, 2012). Organizationssthat accelerate the transition of newcomers into their new roles are at a competitive advantage, because they can start benefiting from the newly hiredsemployees sooner...

Citation Context

...al approachesswere used, newcomers’ values were more likely to change to be aligned withsthose of the organization, suggesting that newcomers were learning to besmembers of the specific organization (=-=Cable & Parsons, 2001-=-). Many studiesshave shown that institutional approaches are positively related to role claritys(Bauer et al., 2007; Saks et al., 2007) and fitting with one’s job (Riordan,sWeatherly, Vandenberg, & Se...

Citation Context

...socialization tactics, perceived organizationalssupport, learning outcomes, role innovation Organizational socialization is the process of learning (Chao, O’Leary-Kelly,sWolf, Klein, & Gardner, 1994; =-=Feldman, 1981-=-; Ostroff & Kozlowski, 1992)sthrough which newcomers move from being outsiders to becoming effectivesinsiders (Bauer, Morrison, & Callister, 1998; Wanberg, 2012). Organizationssthat accelerate the tra...

Citation Context

...cialization domains. It has been shown that institutionalized tactics have important advantagessfor learning to adjust to a new role because the structured approach facilitatessuncertainty reduction (=-=Saks & Ashforth, 1997-=-a). As previously noted, institutionalized tactics involve a specific time frame, order of learning events, andsa cohort approach, which results in greater clarity and learning, thus reducingsuncertai...

Citation Context

..., we considered the variety facet of the revised Job Diagnostic Survey (JDS; Idaszak &sDrasgow, 1987) as a job characteristic (α = .71), and organizational size as ansimportant organizational factor (=-=Kammeyer-Mueller & Wanberg, 2003-=-). Wescoded size based on the number of employees (1 to 10 employees = 1, 11 tos250 employees = 2, and more than 250 = 3). Results First, we calculated descriptive statistics, correlations, and reliab...

Citation Context

... expect that even when little structured guidance orsaccess to insiders is provided, newcomers with high POS would feel comfortable approaching others, experimenting, and managing their own learnings(=-=Major, Kozlowski, Chao, & Gardner, 1995-=-), weakening the positive relationship between institutionalized tactics and newcomer learning. Similarly,swe expect POS to interact with socialization tactics in relation to innovativesrole orientati...

Citation Context

...e being cared for and supportedsby the organization reciprocate by being committed to the organization andsthrough their work behaviors (Eisenberger & Stinglhamber, 2011; Rhoades &sEisenberger, 2002; =-=Riggle, Edmondson, & Hansen, 2009-=-). Despite its potential importance, investigations of the role POS plays during socialization havesbeen rare (D. G. Allen & Shanock, 2013). In this study, we develop a model where we predict that POS...

Citation Context

... downside of discouraging an innovative role orientation by encouraging newcomers to follow a more custodial role orientation where they perform only the tasks clearly prescribed by the organization (=-=Saks et al., 2007-=-).sTherefore, a key gap in the literature is an understanding of how organizations may benefit from their chosen approach to newcomer socializationswithout experiencing its potential downside. Specifi...

Citation Context

...ization. In fact, it has been argued thatslearning is the primary outcome of socialization, while work attitudes andsbehaviors are more distal outcomes that flow from learning (Ashforth et al.,s2007; =-=Cooper-Thomas & Anderson, 2002-=-). These authors showed that newcomer learning occurred in three key socialization domains consisting ofsone’s job, the work group, and the organization. Learning in each domainswas correlated with jo...

Citation Context

...dary conditions of socializationstactics, and these studies have focused primarily on individual-level factorsssuch as newcomer values and personality (e.g., Ashforth, Saks, & Lee, 1998;sJones, 1986; =-=Kim, Cable, & Kim, 2005-=-) rather than examining factors withinsan organization’s control. Exploring factors within the control of the organization helps identify ways in which organizations can create environments thatsmaxim...

Citation Context

...ntices, and moresthan 250,000 organizations serving as apprenticeship sponsors (U.S.sDepartment of Labor, 2012). While a handful of studies have examinedsinterns within a socialization context (e.g., =-=Gruman, Saks, & Zweig, 2006-=-;sSaks & Gruman, 2011), apprentices are a population largely neglected withinsthe organizational socialization literature. This omission is surprising, givenstheir prevalence around the world. Apprent...

Citation Context

...lowingspast research, we merged the scale from six dimensions into a single-dimensional measure in terms of institutionalized versus individualized socializations(e.g., Jones, 1986; Kim et al., 2005; =-=Riordan et al., 2001-=-). Although shortersversions have been used (e.g., Cable & Parsons, 2001), we followed recommendations from Saks et al. (2007) to use the complete scale. Lower scoresscorresponded to individualized so...

Citation Context

...titudes and performance. Furthermore, POS bufferssthe negative effects of role ambiguity (Stamper & Johlke, 2003), family toswork conflict (Witt & Carlson, 2006), and lack of person–organization fits(=-=Erdogan, Kraimer, & Liden, 2004-=-). In other words, POS seems to be a keyselement of the work context employees come to rely on when they are facedswith uncertain, stressful, or constraining circumstances. It is our contention that P...

Citation Context

...cialization domains. It has been shown that institutionalized tactics have important advantagessfor learning to adjust to a new role because the structured approach facilitatessuncertainty reduction (=-=Saks & Ashforth, 1997-=-a). As previously noted, institutionalized tactics involve a specific time frame, order of learning events, andsa cohort approach, which results in greater clarity and learning, thus reducingsuncertai...

Citation Context

...that newcomer learning isspositively associated with the degree to which institutionalized tactics aresat PENNSYLVANIA STATE UNIV on May 13, 2016gom.sagepub.comDownloaded fromsPerrot et al. 249 used (=-=Ashforth, Sluss, & Saks, 2007-=-), putting individualized tactics at a disadvantage for learning? To date, few studies have explored the boundary conditions of socializationstactics, and these studies have focused primarily on indiv...

Citation Context

... negotiation is a potentially risky behavior and requires employees to challenge the notion of fittingsa mold (Ashford & Black, 1996). Employees who have high POS have morestrust in the organization (=-=Dulac, Coyle-Shapiro, Henderson, & Wayne, 2008-=-;sWhitener, 2001), and trust has consistently been shown to be related to riskstaking behaviors (Colquitt, Scott, & LePine, 2007). The role of POS as a particularly important buffer for the negative e...

Citation Context

...o date, few studies have explored the boundary conditions of socializationstactics, and these studies have focused primarily on individual-level factorsssuch as newcomer values and personality (e.g., =-=Ashforth, Saks, & Lee, 1998-=-;sJones, 1986; Kim, Cable, & Kim, 2005) rather than examining factors withinsan organization’s control. Exploring factors within the control of the organization helps identify ways in which organizati...

Citation Context

...ut fearing the consequences of asking questions or making mistakes for their image and standing (Bauer &sGreen, 1998). POS has also been shown to play a role in the adjustment process of expatriates (=-=Wang & Takeuchi, 2007-=-). Offering to explain such results,stheory development by Maurer, Pierce, and Shore (2002) proposed that POSsis associated with greater confidence with respect to learning and developmental activitie...

Citation Context

...nd the organization’s needs. Researchers havesshown that POS provides a psychologically safe context for employees tosengage in otherwise risky behaviors, such as issue selling (Ashford et al.,s1998; =-=Ling, Floyd, & Baldridge, 2005-=-). Similarly, role negotiation is a potentially risky behavior and requires employees to challenge the notion of fittingsa mold (Ashford & Black, 1996). Employees who have high POS have morestrust in ...

Citation Context

...senberger et al., 1986). Organizationalssupport may come from different sources, including supervisor’s actions, daysto day fair treatment (Rhoades & Eisenberger, 2002), and human resourcespractices (=-=Gavino, Wayne, & Erdogan, 2012-=-). As Eisenberger et al. (1986)snote, “. . . employees tend to view actions by agents of the organization assactions of the organization itself” (p. 500). Given that the organizations thatsapprentices...

Citation Context

... Stinglhamber, 2011; Rhoades &sEisenberger, 2002; Riggle, Edmondson, & Hansen, 2009). Despite its potential importance, investigations of the role POS plays during socialization havesbeen rare (D. G. =-=Allen & Shanock, 2013-=-). In this study, we develop a model where we predict that POS and socialization tactics would interact in relation to newcomer learning and role innovation. Specifically, we expect that even when lit...

Citation Context

...onship with theirsorganization, such that employees who perceive being cared for and supportedsby the organization reciprocate by being committed to the organization andsthrough their work behaviors (=-=Eisenberger & Stinglhamber, 2011-=-; Rhoades &sEisenberger, 2002; Riggle, Edmondson, & Hansen, 2009). Despite its potential importance, investigations of the role POS plays during socialization havesbeen rare (D. G. Allen & Shanock, 20...

Citation Context

...ot, 2010), and our study of a bluecollar sample in a non-Anglo-Saxon context is a strength that answers thescall in the literature to consider such original samples (Bauer & Taylor,s2001; Chao, 1997; =-=Feldman, 1997-=-), the flipside of this choice is the potentialslimitation regarding generalizability of our findings across more traditionalssocialization samples. Specifically, the non-significant correlation betwe...

Citation Context

...personal, organization, and role domains. Similar to the organizational socialization literature, the apprenticeship literature has consistently discussed learning as a key outcome of apprenticeships(=-=Harris, Simons, Willis, & Carden, 2003-=-; Taylor & Watt-Malcolm, 2007).sEvidence from this literature suggests that more structured approaches resultsin better learning for apprentices. For example, Smith (2000), in a study conducted in Aus...

Citation Context

...djustment. Another gap insthe literature is that, to date, researchers have focused on socialization tacticssas the sole mechanism through which organizations may influence newcomersadjustment (e.g., =-=Gruman & Saks, 2011-=-; Kim et al., 2005). What should alsosmatter is how the organization relates to employees in general, through thesperception of support employees feel they receive from the organization.sAlthough perc...

Citation Context

... organizations serving as apprenticeship sponsors (U.S.sDepartment of Labor, 2012). While a handful of studies have examinedsinterns within a socialization context (e.g., Gruman, Saks, & Zweig, 2006;s=-=Saks & Gruman, 2011-=-), apprentices are a population largely neglected withinsthe organizational socialization literature. This omission is surprising, givenstheir prevalence around the world. Apprentices starting new job...

Citation Context

...ablished in the social exchange literature (Rhoades &sEisenberger, 2002; Riggle et al., 2009), we are aware of only two studiessexamining POS in the context of newcomers (D. G. Allen & Shanock, 2013;s=-=Chen & Eldridge, 2011-=-). Given that employees tend to interpret discretesactions of others within the context of the relationship they have with thatsparty (Cropanzano & Mitchell, 2005), exploring the implications of socia...

Citation Context

...past scholars argued that newcomers making a schoolto-work transition would have difficulty getting their ideas accepted by others and their suggestions would be discounted due to inexperience (e.g.,s=-=Feldman, 2012-=-), which may explain why newcomers routinely accepted thesrole given to them. We acknowledge that the age of the participants may havesaffected the results. However, most socialization research consid...

Citation Context

...ontribution to the literature. A third limitation relates to the nature and diversity of our sample.sAlthough integration of newcomers into the workplace is regarded as ofsvital importance in France (=-=Lacaze & Perrot, 2010-=-), and our study of a bluecollar sample in a non-Anglo-Saxon context is a strength that answers thescall in the literature to consider such original samples (Bauer & Taylor,s2001; Chao, 1997; Feldman,...

Citation Context

...tice socialization. Rhoades and Eisenberger (2002) showed that POS has main effects onsoutcomes such as job attitudes and performance. Furthermore, POS bufferssthe negative effects of role ambiguity (=-=Stamper & Johlke, 2003-=-), family toswork conflict (Witt & Carlson, 2006), and lack of person–organization fits(Erdogan, Kraimer, & Liden, 2004). In other words, POS seems to be a keyselement of the work context employees co...

Citation Context

...ted States alone, there are more than 1,000scontent areas of apprenticeship, 450,000 registered apprentices, and moresthan 250,000 organizations serving as apprenticeship sponsors (U.S.sDepartment of =-=Labor, 2012-=-). While a handful of studies have examinedsinterns within a socialization context (e.g., Gruman, Saks, & Zweig, 2006;sSaks & Gruman, 2011), apprentices are a population largely neglected withinsthe o...

Citation Context

...ry-Kelly,sWolf, Klein, & Gardner, 1994; Feldman, 1981; Ostroff & Kozlowski, 1992)sthrough which newcomers move from being outsiders to becoming effectivesinsiders (Bauer, Morrison, & Callister, 1998; =-=Wanberg, 2012-=-). Organizationssthat accelerate the transition of newcomers into their new roles are at a competitive advantage, because they can start benefiting from the newly hiredsemployees sooner. More than 80%...