A proposed research agenda concerning supervisor training for newcomer organizational socialization

Abstract

Purpose

The purpose of this paper is to identify extant training needs for preparing supervisors to support newcomers’ organizational socialization and to develop a research agenda concerning aspects that conduce to making supervisors efficacious in the process of organizational socialization.

Design/methodology/approach

A review of the literature on the development of socialization agents for organizational socialization generally indicates that relatively minimal research has been undertaken on this topic. Most articles have focused on the effects of organizational socialization on other variables – such as newcomers’ work outcomes, turnover intention and organizational commitment. The review was conducted in light of this phenomenon. It is based on the structured literature review method, per Rocco, Stein and Lee (2003).

Findings

Supervisor training is suggested as a means for enhancing organizational socialization. However, supervisor training is not often studied in organizational socialization research. Therefore, the verification of the impact of supervisor training on organizational socialization is required. Given the proposed research agenda, identifying the impact of supervisor training on different areas of organizational socialization domains and inspiring increased interest on supervisor training as an effective program for organizational socialization are logical outcomes.

Research limitations/implications

The concept of socialization is used in broad areas of research, such as education, military and engineering. However, it was reviewed here vis-à-vis human resource development (HRD). Therefore, the focus was on the notion of organizational socialization, which is appropriate for employee training development. The concept of organizational socialization in this paper, therefore, was delimited, as it failed to include all meanings of socialization. This paper sought to review all studies related to organizational socialization. However, some research was not considered and, thus, not discussed in this paper. This was because of time and resource constraints. The author sorted previous studies by personal standards and, thus, may have inadvertently included non-germane or excluded relevant citations.

Practical implications

Supervisory training for organizational socialization can be proposed as a potential area for leading to an effective organizational socialization program. So HRD professionals should study further about the topic and develop such programs. Increased attention on supervisor training for organizational socialization may increase the number and quality of supervisor training programs. Such studies would augment HRD professionals’ knowledge about organizational socialization and eventually enhance performance in organizations.

Social implications

This paper can expand the area in which social learning theory can be applied. According to Bandura and Walters (1977), the social learning theory posits that learning new behaviors can usually be acquired by observing and imitating others. This implies that newcomers emulate other organizational members to adapt to the organization and their assigned roles. In this process, supervisors can play a key role through showing them the appropriate behaviors, supporting their learning and providing appropriate feedback. Presumably, then, new employees may perform better if supervisors receive training on crucial socialization efforts.

Originality/value

Significantly, socialization agents are uniquely situated to greatly impact the organizational socialization process of newcomers. Among the socialization agents, supervisors garner enormous influence on newcomers’ organizational socialization. However, relatively few studies investigated the training of supervisors for organizational socialization.

Citation

Lee, A.S. (2023), "A proposed research agenda concerning supervisor training for newcomer organizational socialization", European Journal of Training and Development, Vol. 47 No. 5/6, pp. 487-506. https://doi.org/10.1108/EJTD-06-2021-0082