Work‐role transitions: A longitudinal examination of the Nicholson model

Blake E. Ashforth, Alan M. Saks

Research output: Contribution to journalArticlepeer-review

85 Scopus citations

Abstract

Work‐role transitions theory (Nicholson, 1984) maintains that entry into a new role induces personal and/or role development. Personal development is argued to be a function of role novelty and the newcomer's desire for feedback, while role development is argued to be a function of role discretion and desire for control. Utilizing self‐report data from business school graduates after four months (N = 295) and 10 months (N = 223) on the job, we found only mixed support for the model. We argue that the model can be enriched by considering newcomer desires that are directly aroused by situational‐specific cues, by considering personal and role development as interacting rather than independent processes, by considering the valence of certain personal and role developments, and by considering the influence of social referents on role transitions. 1995 The British Psychological Society

Original languageEnglish (US)
Pages (from-to)157-175
Number of pages19
JournalJournal of Occupational and Organizational Psychology
Volume68
Issue number2
DOIs
StatePublished - Jun 1995
Externally publishedYes

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management

Fingerprint Dive into the research topics of 'Work‐role transitions: A longitudinal examination of the Nicholson model'. Together they form a unique fingerprint.

Cite this