PROPOSED DOCTORATE RESEARCH

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1 PROPOSED DOCTORATE RESEARCH Socialization Tactics and Newcomer Adjustment: The Role of Organizational Culture, Team Dynamics, and Personality Dimensions

2 PURPOSE Socialization Tactics and Newcomer Adjustment: The Role of Organizational Culture, There have been numerous studies examining the effects of socialization tactics on newcomer adjustment, however, little research has been conducted to investigate the impact of specific settings and circumstances, in which socialization occurs, on newcomer adjustment (Ashforth & Saks, 1996; Jones, 1986). One study, conducted by Ashforth, Saks and Lee (1998) examined the effects of three organizational context variables - structure, size and job design - on the use of socialization tactics and the impact of these tactics on newcomer adjustment. The purpose of the proposed research is to extend the understanding of specific organizational settings and investigate the effects of organizational culture and team dynamics on the use of socialization tactics and their impact on newcomer adjustment. Coupled with this, the research will assess the moderating role of individual differences, specifically, personality dimensions. SCOPE Socialization, Organizational Culture & Team Dynamics Socialization is the process by which newcomers learn the behaviours, values, beliefs, and social knowledge to accept their new roles and function effectively within the organization (McShane, 1998; Van Maanen, 1976). Van Maanen and Schein (1979) developed a theoretical model of socialization which contends that socialization tactics used by an organization influence role orientations of newcomers. Jones (1986) argues that the combination of these six tactics form a socialization process which is either institutionalized (collective, formal, sequential, fixed, serial, investiture) or individualized (individual, informal, random, variable, disjunctive, divestiture). Jones concludes that institutionalized tactics encourage newcomers to passively accept established roles. On the other hand, individualized tactics encourage newcomers to develop their own approaches to their roles. Van Maanen and Schein (1979) contend that socialization tactics are not tied to any particular type of organization (p.231). The proposed study will investigate the likelihood that institutionalized socialization is more likely associated with specific organizational cultures than individualized socialization. It is hypothesized that a family-oriented culture will more likely foster institutionalized socialization than individualized, so as to create a united feeling in the organization. Whereas, an entrepreneurial culture will likely foster individualized socialization tactics. In addition, the role of team dynamics in an organization will, in part, determine the use of institutionalized or individualized socialization. Team dimensions of task interdependence, team size, team diversity, and cohesiveness will be examined as variables. For example, it is hypothesized that jobs with high task interdependence will more likely be associated with institutionalized socialization tactics. Newcomer Adjustment Institutionalized socialization has been associated with various indicators of newcomer adjustment, including role ambiguity, role conflict, stress symptoms, job satisfaction, organizational commitment, organizational identification, and intentions to quit (Ashforth et al.,

3 1998; Ashforth & Saks, 1996; Baker & Feldman, 1990; Jones, 1986). Thus, it is hypothesized that institutionalized socialization will be positively related to newcomer adjustment. In addition, this study will examine the relationship between team dynamics and newcomer adjustment. For example, it is hypothesized that a high level of team cohesiveness will be positively related to newcomer adjustment. Moderating Role of Personality Dimensions Some preliminary research suggests that individual difference variables may moderate the relationship between socialization processes and adjustment (Jones, 1986). It is proposed that personality dimensions (extroversion, agreeableness, conscientiousness, emotional stability, and openness to experience) (McShane, 1998) will moderate the relationship between socialization and newcomer adjustment. For example, it is hypothesized that institutionalized socialization and adjustment will be more positively related for individuals displaying agreeableness traits. In addition, personality dimensions will moderate the relationship between organizational culture and newcomer adjustment. For example, it is hypothesized that an entrepreneurial culture and adjustment will be more positively related for individuals with an openness to experience. This research will also examine the moderating effects of personality dimensions on the relationship between team dynamics and newcomer adjustment. For example, it is hypothesized that cohesiveness and adjustment will be more positively related for individuals displaying agreeableness traits. It is also hypothesized that team size and adjustment will be less positively related for individuals that are extroverted. METHODOLOGY It is important that the sample of the proposed study reflect a diverse range of organizational settings. This will provide the study with its needed variance in organizational cultures, team dynamics, and socialization tactics (Ashforth et al., 1998; Wanous, 1992). Therefore, it is proposed that the sample include participants from two consecutive graduating classes of business undergraduate studies. The samples will be surveyed prior to entering the workforce, at six months in the workforce, and again at one year. The personality dimensions will be measured in the first questionnaire before participants enter the workforce. The organizational culture, team dynamics, socialization tactics, and newcomer adjustment will be measured at six months. At the one year period, the adjustment outcomes will be measured again, once participants have become settled in their positions (Ashforth et al., 1998). SIGNIFICANCE OF RESEARCH Research has begun to examine the influence of contextual elements in human resource management practices. Ashforth et al. (1998) extended Colarelli s (1996) sociocultural evolution model suggesting that organizations tend to use tactics that appear to meet their systemic needs. Ashforth et al. (1998) examined organizational structure, size and job design and their role in the socialization process and newcomer adjustment. The results indicated that the use of institutionalized socialization was positively associated with a mechanistic (vs organic) structure (H1), organization size (H2), and the motivating potential of the job (H3). Further

4 research is needed to extend this understanding of the role of contextual factors in the socialization process and the impact on newcomer adjustment. From a practical perspective, the results of the proposed study should provide additional insight on the fit between the organization and the socialization tactics it employs. It should also provide a framework for evaluating the extent that socialization tactics meet organizational objectives. In essence, this research, combined with the results of previous studies, will serve as a tool for organizations to determine the effectiveness of their socialization tactics, given organizational structure, size, job design culture, and team dynamics. In addition, the research will extend academic understanding of the socialization process, given contextual variables, so that future research may probe deeper into the impact of individual differences on newcomer adjustment. PERSONAL INTEREST IN RESEARCH My employment experience has piqued an interest in the orientation / socialization function in newcomer adjustment. Too often the socialization process is a result of what feels right for the organization, implemented and continued without examination of the effectiveness of the elements in the process. It is essential that organizations have a sound understanding of the necessary elements they employ as a part of their socialization process and the impact of these elements on newcomer adjustment (i.e. role ambiguity, role conflict, job satisfaction, organizational commitment, intentions to quit). With this research initiative, my goals are to refine and further develop my analytical skills and expand my understanding of the orientation / socialization function. Ultimately, I want to develop a framework for evaluating organizational orientation programs so that I can confer with organizations in the development and evaluation of the programs they employ.

5 REFERENCES Socialization Tactics and Newcomer Adjustment: The Role of Organizational Culture, Ashforth, B. E., & Saks, A. M. (1996, Feb). Socialization tactics: Longitudinal effects on newcomer adjustment. Academy of Management, 39, 1, p Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers adjustments to organizations. Academy of Management, 29, 2, p Ashforth, B. E., Saks, A. M., & Lee, R. T. (1998, Jul). Socialization and newcomer adjustment: The role of organizational context. Human Relations, 51, 7, p McShane, S. L. (1998). Canadian organizational behaviour. (3 rd ed). Toronto: McGraw-Hill Ryerson. Van Maanen, J. (1976). Breaking in: Socialization to work. In R. Dubin (Ed.), Handbook of work, organization, and society, p. 67. Chicago: Rand McNally. Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. In B. M. Staw (Ed.), Research in organizational behaviour, 1, p Greenwich, CT: JAI Press. Baker, H. E., III, & Feldman, D. C. (1990). Strategies of organizational socialization and their impact on newcomer adjustment. Journal of Managerial Issues, 2, p Wanous, J. P. (1992). Organizational entry: Recruitment, selection, orientation, and socialization of newcomers (2 nd ed.). Reading, MA: Addison-Wesley. Colarelli, S. M. (1996). Establishment and job context influences on the use of hiring practices. Applied Psychology: An International Review, 45, p. 153.

6 BIBLIOGRAPHY Allen, N. J., & Meyer, J. P. (1990). Organizational socialization tactics: A longitudinal analysis of links to newcomers commitment and role orientation. Academy of Management Journal, 33, p Ashforth, B. E., & Saks, A. M. (1996, Feb). Socialization tactics: Longitudinal effects on newcomer adjustment. Academy of Management, 39, 1, p Ashforth, B. E., Saks, A. M., & Lee, R. T. (1998, Jul). Socialization and newcomer adjustment: The role of organizational context. Human Relations, 51, 7, p Baker, H. E., III, & Feldman, D. C. (1990). Strategies of organizational socialization and their impact on newcomer adjustment. Journal of Managerial Issues, 2, p Cappelli, P., & Sherer, P. D. (1991). The missing role of context in OB: The need for a mesolevel approach. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behaviour, 13, p. 55. Greenwich, CT: JAI Press. Chao, G. T., O Leary- Kelly, A. M., Wolf, S., Klein, H. J., & Gardner, P. D. (1994). Organizational socialization: Its content and consequences. Journal of Applied Psychology, 79, p Cogswell, B. E. (1968). Some structural properties influencing socialization. Administrative Science Quarterly, 13, p Colarelli, S. M. (1996). Establishment and job context influences on the use of hiring practices. Applied Psychology: An International Review, 45, p Dean, R. A. (1983). Reality shock: the link between socialisation and organisational commitment. The Journal of Management Development, 2, 3, p. 55. Falcione, R. L., & Wilson, C. E. (1988). Socialization processes in organizations. In G. M. Goldhaber and G. A. Barnett (Eds.), Handbook of organizational communication, p Norwood, NJ: Ablex. Fisher, C. D. (1986). Organizational socialization: An integrative review. In K. M. Rowland and G. R. Ferris (Eds.), Research in personnel and human resources management, 4, p Greenwich, CT: JAI Press. Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers adjustments to organizations. Academy of Management, 29, 2, p Klubnik, J. P. (1987, Apr). Orienting new employees. Training & Development Journal, 41, 4, p.46.

7 McShane, S. L. (1998). Canadian organizational behaviour. (3 rd ed). Toronto: McGraw-Hill Ryerson. Mignerey, J. T., Rubin, R. B., & Gorden, W. I. (1995). Organizational entry: An investigation of newcomer communication behaviour and uncertainty. Communication Research, 22, 1, p. 54. Miller, V. D., & Jablin, F. M. (1991). Information seeking during organizational entry: Influences, tactics, and a model of the process. Academy of Management Review, 16, 1, p. 92. Nelson, D.L., Quick, J. C. (1991, Nov). Social support and newcomer adjustment in organisations: Attachment theory at work? Journal of Organizational Behaviour, 12, 6, p Saks, A.M. (1995, Apr). Longitudinal field investigation of the moderating and mediating effects of self-efficacy on the relationship between training and newcomer adjustment. Journal of Applied Psychology, 80, 2, p Schein, E. H. (1971). The individual, the organization, and the career: A conceptual scheme. Journal of Applied Behavioural Science, 7, p Van Maanen, J. (1976). Breaking in: Socialization to work. In R. Dubin (Ed.), Handbook of work, organization, and society, p. 67. Chicago: Rand McNally. Van Maanen, J., & Schein, E. H. (1979). Toward a theory of organizational socialization. In B. M. Staw (Ed.), Research in organizational behaviour, 1, p Greenwich, CT: JAI Press. Wanous, J. P. (1992). Organizational entry: Recruitment, selection, orientation, and socialization of newcomers (2 nd ed.). Reading, MA: Addison-Wesley. Wanous, J. P., & Colella, A. (1989). Organizational entry research: Current status and future directions. In G. R. Ferris and K. M. Rowland (Eds.), Research in personnel and human resources management, 7, p. 59. Greenwich, CT: JAI Press. Wanous, J., Poland, D., Premack, S.L., & Davis, K. (1992, Jun). The effects of met expectations on newcomer attitudes and behaviors: A review and meta analysis. Journal of Applied Psychology, 77, 3, p Waung, M. (1995). The effects of self-regulating coping orientation on newcomer adjustment and job survival. Personnel Psychology, 48, 3, p. 633.

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