Problems with task mastery, social acceptance, and role clarity explain nurses’ symptoms of burnout during the first professional years: A longitudinal study

Work ◽  
2019 ◽  
Vol 62 (4) ◽  
pp. 573-584 ◽  
Author(s):  
Elin Frögli ◽  
Ann Rudman ◽  
Malin Lövgren ◽  
Petter Gustavsson
Keyword(s):  
Longitudinal Study ◽  
Social Acceptance ◽  
Role Clarity ◽  
Task Mastery

scholarly journals How long are newcomers new in different occupations?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Johnna Capitano ◽  
Vipanchi Mishra ◽  
Priyatharsini Selvarathinam ◽  
Amy Collins ◽  
Andrew Crossett
Keyword(s):  
Social Acceptance ◽  
Organizational Socialization ◽  
Empirical Support ◽  
Role Clarity ◽  
Content Type ◽  
Occupational Characteristics ◽  
Occupational Complexity ◽  
Time Required ◽  
Bureau Of Labor Statistics ◽  
Task Mastery

Purpose This study aims to examine the effects of occupational characteristics on the length of time required to socialize newcomers. The authors examine task mastery, role clarity and social acceptance as indicators of socialization. Design/methodology/approach To test the hypotheses, the authors used occupational data from the Bureau of Labor Statistics and survey data of subject matter experts in 35 occupations. Findings Findings show that occupational differences account for a significant variance in the time needed to socialize newcomers. Across occupations, it takes longer to achieve task mastery than role clarity or social acceptance. Occupational complexity increases the time it takes for newcomers to attain task mastery, role clarity and social acceptance. Additionally, unstructured work and decision-making freedom increase the time it takes for newcomers to attain role clarity. Originality/value This study provides both theoretical and empirical guidance on the duration of the organizational socialization period. The study also provides empirical support for prior propositions that different types of newcomer learning occur at different rates.

scholarly journals Facilitators and barriers to the assimilation of function-specific executives into senior management roles

2015 ◽  
Vol 20 (4) ◽  
pp. 315-338
Author(s):  
Roger Bennett
Keyword(s):  
Work Experience ◽  
Social Acceptance ◽  
Senior Management ◽  
Top Management ◽  
Role Clarity ◽  
Job Descriptions ◽  
Content Type ◽  
Newcomer Adjustment ◽  
General Management ◽  
Management Positions

Purpose – The purpose of this paper is to examine the factors that might contribute to the ease with which marketing executives in UK charities who have been promoted to senior general management positions adjust to the occupancy of these roles. Design/methodology/approach – In total, 37 individuals with functional marketing backgrounds currently holding top general management positions in large fundraising charities were interviewed using a frame-worked occupational autobiographic narrative approach. The research was informed by aspects of newcomer adjustment theory, notably uncertainty reduction theory. Findings – Social and personal considerations were much more important determinants of the ease of assimilation into top management positions in charities than were technical job-related matters. Role ambiguity constituted the main barrier to smooth adjustment. Mentoring, planned induction programmes, the nature of a person’s past work experience and the individual’s social status critically affected how readily a marketer fitted into a top management role. Disparate sets of factors influenced different elements of managerial newcomer adjustment (role clarity, self-efficacy, and social acceptance). Research limitations/implications – As the participants in the study needed to satisfy certain narrowly defined criteria and to work in a single sector (large fundraising charities) the sample was necessarily small. It was not possible to explore the effects on operational performance of varying degrees of ease of newcomer adjustment. Practical implications – Individuals promoted to top management posts in charities should try psychologically to break with the past and should not be afraid of projecting a strong functional professional identity to their new peers. These recommendations can be expected to apply to organisations in general which, like large charities, need senior management mentoring and induction programmes to assist recently promoted individuals from function-specific backgrounds; job descriptions for top management posts that are clear and embody realistic expectations; and “shadowing” and training activities for newly appointed senior managers with function-specific backgrounds. Originality/value – The study is the first to apply newcomer adjustment theory to the assimilation of functional managers into more senior general management. It examines a broader range of potential variables affecting managerial newcomer adjustment than has previously been considered. Relevant issues are examined in the context of an important sector: fundraising charities.

scholarly journals Adjustment Mechanisms of New Workers in Industrial Organisations: Implications for Nigerian Workers

2013 ◽  
Vol 3 (3) ◽  
pp. 13
Author(s):  
Olusheyi A. Shadare ◽  
Samuel Emeka Mbah
Keyword(s):  
Performance Management ◽  
Information Seeking ◽  
Social Acceptance ◽  
Theoretical Method ◽  
Empirical Literature ◽  
Role Clarity ◽  
Bargaining Outcome ◽  
Proactive Behaviour ◽  
And Performance ◽  
Adjustment Mechanisms

This paper adopted qualitative and theoretical method of analysis to describe adjustment mechanisms of new workers in industrial organisations in Nigeria. The purpose was to take a close theoretical analysis of different types and processes of new workers adjustments. The paper highlighted different typologies and processes of adjustments such as personal adjustment, labour–market adjustment, and adjustment to new structures, policies and new behaviours in work organisations. Empirical literature revealed that new workers adjust to work environment, to new labour policies such as pay and performance management, regular hours of work, work pressure, to new organisational structure as well as of collective bargaining outcome among others. The paper highlights reasons why work adjustments occur in organisations to include: Pay status, affiliation, ego, power, emotion and curiosity and these factors motivate new workers to increase commitment. The paper then concludes that practitioners and managers ultimately should seek to design adjustment strategies that take individual newcomer characteristics into consideration and encourage proactive behaviour such as information seeking that help facilitate the development of role clarity, self – efficacy, social acceptance and knowledge of organisational culture.  

scholarly journals Jump-Starting the Socialization Experience: The Longitudinal Role of Day 1 Newcomer Resources on Adjustment

2020 ◽  
pp. 014920632096283
Author(s):  
Talya N. Bauer ◽  
Berrin Erdogan ◽  
David Caughlin ◽  
Allison M. Ellis ◽  
Jennifer Kurkoski
Keyword(s):  
Social Acceptance ◽  
First Year ◽  
Role Clarity ◽  
Organizational Entry ◽  
Job Level ◽  
Newcomer Adjustment ◽  
Data Collection Point ◽  
Socialization Experience ◽  
Post Entry ◽  
Adjustment Variable

We examine the newcomer adjustment patterns of 985 new hires at a Fortune 500 technology organization across their first year on the job. Data were collected from newcomers, their managers, and company records from organizational entry (employee’s first day) to the end of the first year of employment. We examined, first, whether newcomer resources (material, personal, social, and status resources) related to early newcomer adjustment levels (role clarity, task mastery, and acceptance) and rates of adjustment and, second, how newcomer resources and the rate of adjustment related to manager ratings of newcomer adjustment at 9 and 12 months post-entry. The average of every adjustment variable was higher at the latest data collection point, indicating that time was on newcomers’ side and was related, overall, to higher adjustment levels. Finally, we explored which resources related to the three newcomer adjustment indicators and the shapes adjustment trajectories took depending on resources at organizational entry. Results indicated that personal resources (proactive personality, optimism, and organizational knowledge) were related to early adjustment. Regarding material resources, having a work station ready the first day on the job was related to adjustment. For social resources, meeting one’s manager the first day on the job was related to early social acceptance. For status resources, greater newcomer job level was unexpectedly not related to early adjustment. We found partial support for the direct relationships between early adjustment levels or adjustment rates and manager ratings of adjustment at 9 months but limited support for manager ratings of adjustment at 12 months.

scholarly journals When in Rome, Feel as the Romans Feel: An Emotional Model of Organizational Socialization

2018 ◽  
Vol 7 (10) ◽  
pp. 197 ◽  
Author(s):  
Yongjun Choi
Keyword(s):  
Organizational Culture ◽  
Theoretical Model ◽  
Organizational Socialization ◽  
Job Skills ◽  
Role Clarity ◽  
Empirical Testing ◽  
Emotional Culture ◽  
Emotional Model ◽  
Task Mastery ◽  
And Task

Organizational socialization literature has long emphasized learning organizational culture upon entry. However, most previous socialization studies have largely focused on learning job skills, such as role clarity and task mastery. Focusing on emotional culture, the author provides a review about the roles of emotions in an organizational socialization context. Further, drawing upon the organizational socialization and emotion literature, the author builds a theoretical model, an emotional model of organizational socialization highlighting how newcomers adjust to the emotional culture within an organization, which ultimately leads to successful organizational socialization. This article provides new conceptual insights into the roles of newcomers’ adjustment to an emotional culture in a socialization context, providing fruitful ways for future empirical testing.

School Achievement and Adult Qualifications among Adoptees: A Longitudinal Study

1998 ◽  
Vol 39 (5) ◽  
pp. 669-685 ◽  
Author(s):  
Barbara Maughan ◽  
Stephan Collishaw ◽  
Andrew Pickles
Keyword(s):  
Longitudinal Study ◽  
School Achievement

A Longitudinal Posthumous Study of Letter Writing in a Late Elderly Case

2015 ◽  
Vol 20 (1) ◽  
pp. 22-33
Author(s):  
Angel Ball ◽  
Jean Neils-Strunjas ◽  
Kate Krival
Keyword(s):  
Longitudinal Study ◽  
Elderly Woman ◽  
Semantic Content ◽  
Cognitive Status ◽  
Letter Writing ◽  
Linguistic Performance ◽  
Errors Analysis ◽  
Normal Status

This study is a posthumous longitudinal study of consecutive letters written by an elderly woman from age 89 to 93. Findings reveal a consistent linguistic performance during the first 3 years, supporting “normal” status for late elderly writing. She produced clearly written cursive form, intact semantic content, and minimal spelling and stroke errors. A decline in writing was observed in the last 6–9 months of the study and an analysis revealed production of clausal fragmentation, decreasing semantic clarity, and a higher frequency of spelling, semantic, and stroke errors. Analysis of writing samples can be a valuable tool in documenting a change in cognitive status differentiated from normal late aging.

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