Socialization and newcomer adjustment: The role of organizational context

Blake Ashforth, Alan M. Saks, Raymond T. Lee

Research output: Contribution to journalArticle

90 Citations (Scopus)

Abstract

Research on how the context of work affects HRM practices in general, and socialization practices in particular, is relatively scarce. The present study assesses a model linking context, socialization, and newcomer adjustment. Self-report data from business school graduates after 4 months (N = 295) and 10 months (N = 223) on the job revealed that mechanistic (vs. organic) structure, organization size, and jobs of high motivating potential were each positively associated with organizations' use of what Jones (1986) refers to as institutionalized socialization, and this form of socialization was positively associated with newcomer adjustment. Contrary to expectations, neither a newcomer's bureaucratic orientation nor growth need strength moderated the relationship between socialization and adjustment.

Original languageEnglish (US)
Pages (from-to)897-926
Number of pages30
JournalHuman Relations
Volume51
Issue number7
StatePublished - 1998

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socialization
business school
school graduate
Industry
Socialization
Organizational context
Newcomers
organization

Keywords

  • Job design
  • Newcomer adjustment
  • Organizational socialization

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Social Sciences(all)

Cite this

Socialization and newcomer adjustment : The role of organizational context. / Ashforth, Blake; Saks, Alan M.; Lee, Raymond T.

In: Human Relations, Vol. 51, No. 7, 1998, p. 897-926.

Research output: Contribution to journalArticle

Ashforth, Blake ; Saks, Alan M. ; Lee, Raymond T. / Socialization and newcomer adjustment : The role of organizational context. In: Human Relations. 1998 ; Vol. 51, No. 7. pp. 897-926.
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