Socialization tactics

Longitudinal effects on newcomer adjustment

Blake Ashforth, Alan M. Saks

Research output: Contribution to journalArticle

463 Citations (Scopus)

Abstract

In this longitudinal field study, we used self-report data provided by business school graduates after four months and ten months on new jobs to assess (1) the effects of the six socialization tactics from Van Maanen and Schein's (1979) typology on newcomer adjustment and (2) refinements of existing measures of the investiture tactic and role innovation. Results indicate that the tactics, clustered into an institutionalized (vs. individualized) approach, were negatively related to attempted and actual role innovation, role ambiguity, role conflict, stress symptoms, and intentions to quit and positively related to job satisfaction, organizational commitment, and organizational identification. Self-appraised performance was associated with more individualized socialization.

Original languageEnglish (US)
Pages (from-to)149-178
Number of pages30
JournalAcademy of Management Journal
Volume39
Issue number1
StatePublished - Feb 1996
Externally publishedYes

Fingerprint

Innovation
Job satisfaction
Industry
Socialization tactics
Tactics
Newcomers
Organizational commitment
Role conflict
Business schools
Role ambiguity
Field study
Self-report
Organizational identification
Socialization
Intention to quit

ASJC Scopus subject areas

  • Business, Management and Accounting(all)
  • Business and International Management
  • Management of Technology and Innovation
  • Strategy and Management

Cite this

Socialization tactics : Longitudinal effects on newcomer adjustment. / Ashforth, Blake; Saks, Alan M.

In: Academy of Management Journal, Vol. 39, No. 1, 02.1996, p. 149-178.

Research output: Contribution to journalArticle

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