Organizational socialization tactics and newcomer information seeking in the contingent workforce

2016 ◽  
Vol 45 (4) ◽  
pp. 743-763 ◽  
Author(s):  
Diana Benzinger
Keyword(s):  
Information Seeking ◽  
Organizational Socialization ◽  
Organizational Level ◽  
Temporary Workers ◽  
Organizational Entry ◽  
Socialization Process ◽  
Content Type ◽  
German Sample ◽  
New Hires ◽  
Temporary Agency Workers

Purpose – The purpose of this paper is to compare newcomers’ perceptions on how employers structure the socialization process in the core and peripheral workforce and to explore the proactivity of these new hires in form of information seeking behavior. Design/methodology/approach – The data of this study were collected from a German sample with 359 contingent and permanent new hires in skilled jobs. Findings – The employment type was linked to both socialization tactics firms provided during organizational entry as well as information seeking of permanent and contingent newcomers. In addition, organizational tenure was positively linked with information seeking of both newly hired temporary agency workers and newcomers holding fixed-term contracts. Research limitations/implications – Since most of the participants worked for different employers, differences in socialization might also be caused by different organizational cultures. Future studies should compare the socialization of new permanent and new temporary workers on an inter-organizational and intra-organizational level. Practical implications – For skilled jobs firms should offer long-term assignments for temporary agency workers, as they are associated with higher proactivity. Further, firms should intensify the socialization of newcomers holding longer-term work contracts, as these employees may tend to show lower proactivity. Social implications – A structured organizational entry of skilled temporary agency workers may represent a stepping stone for permanent employment due to improved work attitudes and behaviors. Originality/value – This is the first study that examines employment characteristics as potential determinants of organizational socialization tactics. In addition, the study uses a German sample and therefore, follows recent calls for more research on organizational socialization in non-Anglo-Saxon work contexts.

scholarly journals Psychological contract profiles among permanent and temporary agency workers

2016 ◽  
Vol 31 (1) ◽  
pp. 79-94 ◽  
Author(s):  
Maria J Chambel ◽  
Laura Lorente ◽  
Vânia Carvalho ◽  
Isabel Maria Martinez
Keyword(s):  
Work Engagement ◽  
Psychological Contract ◽  
Self Report ◽  
Temporary Workers ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Cross Sectional Design ◽  
Permanent Workers ◽  
Temporary Agency Workers

Purpose – Based on the psychological contract (PC) theory, the purpose of this paper is to identify PC profiles, differentiating between permanent and temporary agency workers (TAW). Moreover, the authors analyzed whether different profiles presented different levels of work engagement. Design/methodology/approach – A cross-sectional survey data analysis of 2,867 workers, of whom 1,046 were TAW, was analyzed using latent profile analyses. Findings – Four PC profiles were identified, which differed quantitatively in terms of the overall dimension levels (i.e. balanced, relational and transactional) for PC (i.e. content and fulfillment). ANCOVAs showed that the relational/balanced dominant and transactional dominant profiles presented similar engagement levels for TAW, but for permanent workers the former profile showed higher engagement than the latter. However, for both permanent and TAW the fulfillment profile showed higher engagement than the unfulfillment profile. Research limitations/implications – The cross-sectional design and the reliance on self-report measures are the limitations of this study, although no causality was claimed and method biases were controlled. Practical implications – Actions that increase PC fulfillment positively affect the employment relationship of TAW with the client organization. Originality/value – Few studies have addressed PC typologies. Furthermore, most studies have focussed on temporary workers, but not on TAW and their contract with the client organization. Finally, this study emphasizes the crucial role played by the PC in the levels of work engagement.

Making organizations more effective through organizational socialization

2014 ◽  
Vol 1 (3) ◽  
pp. 261-280 ◽  
Author(s):  
Alan Saks ◽  
Jamie A. Gruman
Keyword(s):  
Human Resource ◽  
High Performance ◽  
Organizational Socialization ◽  
Organizational Outcomes ◽  
Strategic Human Resource Management ◽  
Organizational Level ◽  
Content Type ◽  
Newcomer Adjustment ◽  
High Performance Work System ◽  
Practical Implications

Purpose – The purpose of this paper is to consider the potential effects of organizational socialization on organizational-level outcomes and to demonstrate that organizational socialization is an important human resource (HR) practice that should be included in research on strategic human resource management (SHRM) and should be part of a high-performance work system (HPWS). Design/methodology/approach – This paper reviews the research on SHRM and applies SHRM theory and the ability-motivation-opportunity model to explain how organizational socialization can influence organizational outcomes. The implications of psychological resource theories for newcomer adjustment and socialization are described and socialization resources theory is used to explain how organizational socialization can influence different indicators of newcomer adjustment. Findings – An integration of SHRM theory and organizational socialization research indicates that organizational socialization can influence organizational outcomes (operational and financial) through newcomer adjustment (human capital, motivation, social capital, and psychological capital variables) and traditional socialization/HR outcomes such as job satisfaction, organizational commitment, job performance and reduced turnover. Practical implications – In this paper the authors describe the socialization resources that organizations can use to facilitate newcomer adjustment to achieve newcomer and organizational outcomes. Originality/value – This is one of the first papers to integrate the organizational socialization literature with SHRM theory and to explain how organizational socialization can influence organizational outcomes.

Socialization resources theory and newcomers’ work engagement

2018 ◽  
Vol 23 (1) ◽  
pp. 12-32 ◽  
Author(s):  
Alan M. Saks ◽  
Jamie A. Gruman
Keyword(s):  
Work Engagement ◽  
Information Seeking ◽  
Job Demands ◽  
Uncertainty Reduction ◽  
First Year ◽  
Organizational Entry ◽  
Negative Effects ◽  
Content Type ◽  
Uncertainty Reduction Theory ◽  
Newcomer Socialization

Purpose Although work engagement has become an important topic in management, relatively little attention has been given to newcomers’ work engagement in the socialization literature. The purpose of this paper is to explain how newcomers’ work engagement can fluctuate during the first year of organizational entry and the role of organizational socialization in developing and maintaining high levels of newcomers’ work engagement. Design/methodology/approach A review of the socialization literature indicates that uncertainty reduction theory has been the basis of research on socialization tactics and newcomer information-seeking both of which function by providing newcomers with information to reduce uncertainty. Socialization resources theory is used to develop a new pathway to newcomer socialization which focuses on providing newcomers with resources during the first year of organizational entry and socialization. Findings The uncertainty reduction pathway to newcomer socialization is narrow and limited because it primarily focuses on minimizing and reducing the negative effects of job demands rather than on providing newcomers with resources that are necessary to facilitate work engagement and socialization. Practical implications Organizations can use newcomers’ work engagement maintenance curves to map and track fluctuations in newcomers’ work engagement during the first year of organizational entry and they can conduct an audit of socialization resources to determine what resources are required to develop and maintain high levels of newcomers’ work engagement. Originality/value This paper describes newcomer work engagement maintenance curves and explains how socialization resources can be used to develop and maintain high levels of newcomers’ work engagement. A model of a new pathway to newcomer socialization is developed in which socialization resources, personal resources, and job demands influence newcomers’ work engagement and socialization outcomes.

Organizational socialization and ethical fit: a conceptual development by serendipity

2019 ◽  
Vol 48 (2) ◽  
pp. 511-527 ◽  
Author(s):  
David A.L. Coldwell ◽  
Mervywn Williamson ◽  
Danielle Talbot
Keyword(s):  
Conceptual Model ◽  
Conceptual Development ◽  
Organizational Socialization ◽  
Secondary Data ◽  
Socialization Process ◽  
Content Type ◽  
Practical Utility ◽  
Extant Literature ◽  
Hr Management ◽  
Practical Implications

PurposeA significant and increasing number of graduate recruits take up employment for specific companies by virtue of their ethical reputation and profiles. As such, ethical fit has become an important dimension of the attraction and retention of graduates. However, preconceived notions of a company’s ethical orientation obtained through the media and initial recruitment exercises may be challenged during the induction and socialization phases of organizational entry, such that people may find that the reputation is just an external façade leading to disappointment and a reassessment of the employer. The paper aims to discuss these issues.Design/methodology/approachThe study’s essential focus is on building a conceptual ethical fit model and to underline the need for further conceptual development in the area. The analysis of extant secondary data and the methodology of serendipity were used.FindingsThe model’s conceptual cogency and practical utility for human resource management are analyzed in the light of specific secondary data and specific propositions described.Research limitations/implicationsA major concern with conceptual models is empirical validity and practical utility which requires empirical testing. However, this limitation has been mitigated by the use of a serendipitous approach from a qualitative empirical study with a generalized person–organization (P–O) focus.Practical implicationsVarious practical implications of the model described in the paper for HR management are evident from empirical studies in the area which have dealt with particular aspects of the model. For example, Baueret al.(1998) found that socialization effects employee turnover. And, Cable and Parsons (2001) indicate that organizational socialization is critical in generating committed employees whose values are congruent with those of the organization. Since committed employees are critical for the success of the organization, they suggest training programs for hiring managers and criteria in performance appraisals that include the development of employee value congruence through specific formal socialization tactics.Originality/valueThe paper contributes to the extant literature by building a dynamic conceptual model with attendant testable propositions that explore the implications of employee misalignment in pre-socialization anticipatory organizational ethical fit and post-socialization organizational ethical fit. More specifically, the study contributes to the extant literature by considering the socialization process in relation to ethical fit dynamics. It also considers from the point of view of specific moral development theory and changing perceptions of ethical climate that occur during organizational socialization. Serendipitous material obtained from a qualitative study of P–O fit puts flesh on the bones of the effects of the socialization process on ethical fit described by the paper’s conceptual model while providing circumstantial evidence for the propositions and their practical utility for HR management.

Why choose a temporary employment?

2015 ◽  
Vol 36 (8) ◽  
pp. 1146-1163 ◽  
Author(s):  
Cristina Muzzolon ◽  
Andrea Spoto ◽  
Giulio Vidotto
Keyword(s):  
Factor Analysis ◽  
Temporary Employment ◽  
Temporary Workers ◽  
Temporary Work ◽  
Content Type ◽  
Contract Choice ◽  
Two Samples ◽  
Confirmatory Factor ◽  
Integrated Regulation ◽  
Temporary Agency Workers

Purpose – The literature on volition indicates that the only dichotomous measure that differentiates voluntary from involuntary temporary workers is unable to fully explain temporary workers’ attitudes. There are more detailed explanations of why workers choose temporary work. The purpose of this paper is to develop and validate a scale of reasons for choosing temporary employment. Design/methodology/approach – The study is divided into two parts. In the first part, 32 items were selected based on the literature. They were administered to a sample of 337 Italian temporary agency workers. Then, an exploratory factor analysis was used. In the second part of the study, previous findings were subjected to a confirmatory factor analysis (CFA) considering a sample of 325 Italian temporary agency workers. Findings – A two-factor solution (i.e. integrated regulation and identified regulation) emerged from the CFA. The authors present the scale with means and standard deviations for the measurement of the constructs. The integrated regulation subscale appears sensitive enough to differentiate the contract preference. Research limitations/implications – The two samples were from a single temporary work agency, thus they did not represent the entire heterogeneous population of temporary workers. Originality/value – This study proposes a first attempt to construct a questionnaire about the reasons for choosing temporary employment in Italy that raises questions about how institutional factors within various labor markets influence issues of volition and employment contract choice.

Informal learning of temporary agency workers in low-skill jobs

2015 ◽  
Vol 20 (4) ◽  
pp. 339-362 ◽  
Author(s):  
Paul Preenen ◽  
Sarike Verbiest ◽  
Annelies Van Vianen ◽  
Ellen Van Wijk
Keyword(s):  
Informal Learning ◽  
Online Survey ◽  
Good Alternative ◽  
Survey Study ◽  
Temporary Workers ◽  
Income Volatility ◽  
Content Type ◽  
Mediation Analyses ◽  
Temporary Work Agencies ◽  
Temporary Agency Workers

Purpose – The purpose of this paper is to develop and investigate the idea that self-profiling and career control by temporary agency workers (TAWs) in low-skill jobs are positively related to informal learning and that this relationship is mediated by job challenge. Design/methodology/approach – An online survey study was conducted among 722 TAWs in low-skill jobs in the Netherlands. Bootstrap mediation analyses were used to test the hypotheses. Findings – Self-profiling and career control are positively related to informal learning of TAWs and these relationships are mediated by job challenge. Research limitations/implications – This is the first study to develop and empirically test the proposition that self-profiling and career control are important factors for enhancing employees’ learning experiences in low-skill jobs. Practical implications – Hiring companies and temporary work agencies could stimulate and train TAWs’ self-profiling and career control competencies to enhance their job challenge and informal learning. Organizations should consider assigning challenging tasks to TAWs, which may be a good alternative for expensive formal training programs. Social implications – Many TAWs in low-skill jobs do not possess the skills and capacities to obtain a better or more secure job. In general, temporary workers face a higher risk of unemployment and greater income volatility (Segal and Sullivan, 1997). Gaining knowledge about how to develop this group is important for society as a whole. Originality/value – Research on the determinants of informal learning mainly concerned higher-educated employees and managers with long-term contracts (e.g. Dong et al., 2014), whereas very little is known about factors that stimulate informal learning among TAWs in general, and among TAWs in low-skill jobs in particular.

The effects of career plateaued workers on in-group members’ perceptions of P-O fit

2013 ◽  
Vol 36 (2) ◽  
pp. 198-212 ◽  
Author(s):  
Deondra Conner
Keyword(s):  
Organizational Climate ◽  
Organizational Socialization ◽  
Personal Characteristics ◽  
Role Expectations ◽  
Socialization Process ◽  
Performance Expectations ◽  
Content Type ◽  
Career Plateau ◽  
Group Members ◽  
Person Organization Fit

Purpose – The purpose of this paper is to examine the effects on in-group members of an influential worker's response to being in a state of career plateau. Design/methodology/approach – Using the concepts of the career plateau, person-organization fit, and organizational climate, a set of propositions is presented and discussed relative to the influential worker's response. A model is presented to illustrate the effects and the components involved. Findings – An influential career plateaued worker can affect the in-group he or she is associated with. An ineffectively plateaued worker is not only low in productivity, but also resorts to such negative behavior as absenteeism, withdrawal, and frequent job changes. When noticed by other in-group members, such behavior can affect their attitudes and behaviors. Practical implications – The organizational socialization process can counter the effects of the otherwise influential ineffectively career plateaued person's response. This is possible if the socialization process is strong enough to overcome (or complement) certain personal characteristics of the in-group members and their association with the career plateaued person by creating an environment where career progress, performance expectations, and role expectations are clear. Originality/value – The paper develops an original model based on a set of theory-based propositions that is of value to both academicians and practitioners.

Contingent workers and perceived performance

2020 ◽  
Vol 28 (6) ◽  
pp. 51-54
Keyword(s):  
Work Relationships ◽  
Temporary Workers ◽  
Short Term ◽  
Content Type ◽  
Perceived Performance ◽  
Pertinent Information ◽  
And Performance ◽  
Practical Implications ◽  
Levels Of Integration ◽  
Temporary Agency Workers

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Economic expansion and increasing productivity mean companies are turning to temporary agency workers (TAWs) to supplement regular workers. Temporary workers often have lower levels of commitment to the client company due to the short-term nature of their roles. Investing in Human Resource Practices (HRP) can increase levels of integration and commitment and hence motivation and performance. Different generations of TAWs may react differently to the same HRP investment, with Millennials valuing the investment more than Baby Boomers, who place a higher value on strong work relationships. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A longitudinal investigation of self-initiated expatriate organizational socialization

2017 ◽  
Vol 46 (2) ◽  
pp. 182-204 ◽  
Author(s):  
Carmen Fu ◽  
Yu-Shan Hsu ◽  
Margaret A. Shaffer ◽  
Hong Ren
Keyword(s):  
Organizational Socialization ◽  
Learning Ability ◽  
Process Data ◽  
Socialization Process ◽  
Content Type ◽  
Calculative Commitment ◽  
Learning Speed ◽  
Local Host ◽  
Host Organization

Purpose The purpose of this paper is to examine the process of self-initiated expatriate (SIE) organizational socialization. Design/methodology/approach To assess the socialization process, data were collected at three points in time. SIE English teachers were surveyed at three points in time. At Time 3, data from the principals of those teachers who completed surveys at Time 2 were also collected. Findings Organizational socialization tactics facilitate social integration and learning speed, which, in turn, are positively related to SIE adjustment. Moreover, SIEs who climbed the learning curve more quickly were only able to capitalize on their learning ability to promote performance when their calculative commitment was low. Originality/value First, in contrast with the majority of expatriate socialization studies that tend to focus on the proactive behaviors of expatriates, the authors examine the organizational socialization tactics of a local host organization. Second, they consider the role of calculative commitment, which is especially germane to the SIE context, on SIE performance. Third, this study contributes to the organizational socialization literature by recognizing that socialization is an on-going process that continues to influence employees even after they are no longer “newcomers.” Fourth, the authors assess adjustment directly rather than through proxy measures.

Recent immigrant newcomers’ socialization in the workplace

2017 ◽  
Vol 36 (5) ◽  
pp. 382-400 ◽  
Author(s):  
Amina Malik ◽  
Laxmikant Manroop
Keyword(s):  
Design Methodology ◽  
Organizational Socialization ◽  
Societal Implications ◽  
Socialization Process ◽  
Content Type ◽  
Recent Immigrant ◽  
The Past ◽  
Adjustment Strategies ◽  
Practical Implications

Purpose Despite the increase of recent immigrant newcomers (RINs) into the workforce over the past few years, many employers still face the challenge of successfully integrating RINs into the workplace. To this end, the purpose of this paper is to propose customized socialization tactics for RINs and highlight the role of RINs’ adjustment strategies in order to facilitate their workplace adjustment. Design/methodology/approach Drawing on immigrants, socialization, and diversity literatures, the paper develops a conceptual model of the socialization process for RINs and advances propositions to be empirically tested. Findings The paper proposes that customized socialization tactics by organizations and adjustment strategies by RINs would facilitate RINs’ socialization process by increasing their social integration and role performance, the factors which would ultimately help in their workplace adjustment. Research limitations/implications The proposed customized socialization tactics add to the extant socialization literature by highlighting the crucial role firms can play in RINs’ socialization process. Additionally, the paper highlights an important role of RINs in their own socialization process. Practical implications Organizations need to employ new, different socialization tactics to help integrate RINs in the workplace. RINs may find the research outcomes useful in acknowledging their own role for successful workplace integration. Originality/value This paper presents a new way of looking at organizational socialization tactics for RINs while highlighting a role of RINs themselves, and concludes by discussing theoretical, practical, and societal implications for organizations employing RINs.

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