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Getting newcomers engaged: the role of socialization tactics

Alan M. Saks (Centre for Industrial Relations and Human Resources, University of Toronto, Toronto, Canada)
Jamie A. Gruman (College of Management and Economics, School of Hospitality and Tourism Management, University of Guelph, Guelph, Canada)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 5 July 2011




The purpose of this study is to examine the relationship between socialization tactics and newcomer engagement and the mediating role of person‐job (PJ) and person‐organization (PO) fit perceptions, emotions, and self‐efficacy.


A survey was completed by 140 co‐op university students at the end of their work term.


Institutionalized socialization tactics were positively related to PJ and PO fit perceptions, emotions and self‐efficacy, but not newcomer engagement. Socialization tactics were indirectly related to newcomer engagement through PJ fit perceptions, emotions, and self‐efficacy.

Research limitations/implications

Socialization tactics might be too broad and general to predict newcomer engagement. Future research should measure more specific socialization practices and job resources.

Practical implications

Organizations that want to engage new hires should use social socialization tactics to create positive emotions, develop higher PJ fit perceptions, and strengthen newcomers' self‐efficacy beliefs.

Social implications

Organizations can contribute to the well being of individuals and society by designing socialization programs that will engage new hires.


This is the first study to examine relationships between socialization tactics and newcomer engagement and to study engagement as a socialization outcome.



Saks, A.M. and Gruman, J.A. (2011), "Getting newcomers engaged: the role of socialization tactics", Journal of Managerial Psychology, Vol. 26 No. 5, pp. 383-402.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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