Socialization and newcomer adjustment: The role of organizational context

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

Research output: Contribution to journalArticlepeer-review

94 Scopus citations

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
DOIs
StatePublished - 1998

Keywords

  • Job design
  • Newcomer adjustment
  • Organizational socialization

ASJC Scopus subject areas

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

Fingerprint Dive into the research topics of 'Socialization and newcomer adjustment: The role of organizational context'. Together they form a unique fingerprint.

Cite this