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This study aims to examine newcomers experiencing maladjustment due to cognitive diversity, specifically, how maladjustment affects their turnover intentions; the mediating role of reported workplace bullying; and the buffering effect of perceived inclusive practices in the hospitality sector.

The authors collected time-lagged data from 403 respondents and analyzed the data through hierarchical regression analyses using statistical package for the social sciences (SPSS) 25.0.

Role ambiguity, low self-efficacy and social exclusion could each lead to newcomers’ reported workplace bullying (NRB). Perceived inclusive practices buffered the impacts of role ambiguity and social exclusion. NRB negatively mediated the relationships between role ambiguity and NRB; and social exclusion and NRB.

Hospitality practitioners should specify work procedures to minimize role ambiguities and record service processes to correct mistakes, reward veterans who help newcomers improve self-efficacy, invite newcomers to develop inclusive practices and review employee comments on third-party platforms to understand factors responsible for turnover intention.

This study contextualized cognitive diversity into newcomers’ maladjustment-bullying-turnover model in China’s hospitality industry. It highlighted the buffering effect of perceived inclusive practices in the relationships between maladjustment and reported bullying and turnover intentions among newcomers and confirmed the important role of self-efficacy in addressing adverse work events.

This study aims to test the propositions of socialization resources theory, specifically focusing on social capital resources and their prediction of proximal (relational learning) and distal (job satisfaction and intent to quit) outcomes. The authors include the job design characteristic of job autonomy as a moderator of these associations.

Cheung et al.’s (2021) four-step SEM procedure was used to test our mediation, moderation and moderated mediation hypotheses. The sample consisted of newcomers (N = 175) measured at two time points.

The results support the proposed model. Relational learning mediates the associations between social capital resources and outcomes; the utility of these social capital resources is stronger when job autonomy is lower.

Organizations can use social capital resources to reduce newcomers' uncertainty during socialization, facilitating learning and positive outcomes. Organizations should also carefully consider the amount of job autonomy they grant to newcomers, as too much can be detrimental.

Despite the acknowledged importance of workplace resources and relationships, few studies have focused on social resources provided during socialization. Moreover, job design is rarely included in socialization research, despite its influence on workplace processes. Thus, this study provides information about two novel areas of investigation: socially-oriented socialization resources and the impact of job autonomy.

Despite the increasingly growing empirical research on leader humor, the critical issue of how and when leader humor affects newcomer adjustment was largely overlooked. The purpose of this study is to examine the relationship between leader humor and newcomer adjustment. Based on social information processing theory, the authors identify newcomers' role breadth self-efficacy (RBSE) as the mediator and suggest that newcomers' cognitive flexibility moderates the effects.

Data were obtained from a 2-wave sample of 195 newcomers. The authors utilized the PROCESS procedure developed by Hayes to assess the hypothesized moderated mediation model.

The findings showed that leader humor could boost newcomers' RBSE which, in turn, was beneficial to newcomer adjustment. Besides, newcomers' cognitive flexibility plays a moderating role in the relationship between leader humor and newcomers' RBSE.

This study utilized a cross-sectional research design, making the design difficult to obtain causal conclusions. Moreover, the data were all based on self-reports from newcomers, which may raise a concern of common method bias.

This paper extends the literature on leader humor and newcomer adjustment by treating RBSE as the mediator and newcomers' cognitive flexibility as the moderator. This study is one of several empirical studies to test the link between leader humor and newcomer adjustment.

Being different from others can be stressful, and this may be especially salient for newcomers during organizational socialization when they may be expected to fit in. Thus, drawing on conservation of resources theory, the authors examine the effects of newcomers' individual differentiation on their subsequent emotional exhaustion.

The authors test a multiple mediation model with data from 161 UK graduates collected at three times using structural equation modeling.

The results largely support the hypotheses, identifying individual differentiation as a motivational resource associated with the proactive behavior of changing work procedures. In turn, changing work procedures links with the personal resource of positive affect, which facilitates the relational resource of social acceptance and predicts lower emotional exhaustion. Individual differentiation predicts lower social acceptance also, but not via monitoring as anticipated.

The results provide novel insights into the effects of individual differentiation on emotional exhaustion in the context of organizational socialization. The study highlights that, while newcomers high in individual differentiation face depletion of the relational resource of social acceptance, they can still adjust well and avoid emotional exhaustion through changing work procedures to foster positive affect.

Previous research on the factors influencing mentoring received has primarily focused on protégés' personalities and the similarity between protégés and mentors, whereas understanding on the role of protégés' skills is still limited. Drawing upon the social influence theory, this study investigated how newcomers' political skill influences newcomers' mentoring received and further affects newcomers' socialization outcomes (i.e. person-organization fit perception [P-O fit], performance proficiency and well-being).

Data were collected from 255 newcomers at a large Chinese information and technology (IT) company using a three-wave, time-lagged design.

The authors found that newcomers' political skill positively predicted mentoring received, which in turn positively affected newcomers' socialization outcomes.

These findings indicate that political skill enables newcomers to exert social influence on organizational insiders to achieve desirable socialization outcomes, enlarging both the mentoring and political skill literature.

This study sought to gain a better understanding of the general life experiences of lesbian, gay, bisexual and transgender (LGBT) newcomer youth, situated within the broader context of their lives post-migration. The purpose of this paper is to explore the nature of various forms of oppression experienced by LGBT newcomers and offers recommendations for transforming services to better serve the complex needs of this marginalized population.

The Teens Resisting Urban Trans/Homophobia (TRUTH) project was comprised of ten focus groups with 70 youth (aged 14-29) living in the Greater Toronto Area (GTA). Another three focus groups were conducted with 13 GTA service providers and teachers working with LGBT youth, in addition to one key informant interview. For this paper, the authors drew from a subset of the data including four newcomer-specific focus groups in which there were 39 youth who identified as refugees or immigrants, as well as key informant interviews with four youth (three of whom also participated in focus groups) and one service provider. Participants were asked about “what homophobia and transphobia meant to them”, “where they experienced it”, “in what forms”, and “how it impacted their daily lives”.

The experiences of LGBT newcomer youth in this study involved a complex negotiation of multiple systems of oppression. Youth described experiences of homophobia and racism within interpersonal relationships, in the LGBT community, in their respective diasporic communities, in social service encounters and during the immigration/refugee process. Barriers for LGBT refugee youth included difficulties finding work and accessing health care, as well as the additional burden of proving their sexual orientation during refugee claimant hearings.

While the combination of focus groups and key informant interviews is a strength in this study, it also presents challenges for analysis. In focus groups, it is not always clear who is speaking; because of this, the authors were sometimes unable to differentiate between refugee and immigrant youth (or those without status) in our focus groups, making it often unclear which perspective or experience youth were speaking to. Another limitation was the dominance of the “cisgender gay male voice” in our conclusions. Lesbian and bisexual women were present in fewer numbers and the sample only included three trans youth.

The findings reveal systemic discrimination on the basis of race and sexual orientation that illuminate injustices within Canadian society and systems that can enhance the efforts of those working in policy and service environments. Focused anti-homophobia and anti-racism training, and the implementation of policies designed to enhance accessibility, could improve service provision for newcomer LGBT youth. Furthermore, in order to facilitate a more just settlement process, a broader understanding of sexual identity, gender identity, and gender expression is required of the refugee claimant system.

This study examines the experiences of youth in a large and complex, multicultural, and gay-friendly urban centre, thus providing timely and current data about the well-being of newcomer LGBT youth. As such, it is one of the first studies to offer some insights into the life issues and challenges post-migration of Canadian LGBT newcomer youth.

Substantial research has examined the pivotal role of ethical leadership in generating employee outcomes. To date, though, little is known about the relationship between ethical leadership and newcomers' adjustment. The purpose of this paper is to contribute to this gap by examining the effect of ethical leadership on newcomers' adjustment. In doing so, the authors highlighted positive emotions of newcomers as a mediating mechanism that explains the aforementioned association.

Data were drawn from a two-wave sample of 271 newcomers. The hypotheses were tested by using hierarchical regression analyses and Hayes' PROCESS macro.

The results demonstrated that ethical leadership affects employees' positive emotions which, in turn, positively relates to newcomers' adjustment. Additionally, newcomers' social comparison orientation moderated the effect of ethical leadership on newcomers' positive emotions.

The research uses a correlational research design, making it difficult to derive causal inferences from the data. Moreover, the data we obtained on the variables were all based on employees' self-reports, which might inflate the relationship between some of the variables.

To the best of the knowledge, this is the first study that illustrates the role of ethical leadership in enhancing both newcomers’ positive emotions and adjustment.

With organizations hiring from increasingly diverse labor markets, this study aims to examine the implications of newcomers’ individual differentiation for their group identification. The paper proposes and tests a self-verification process in which individual differentiation predicts group identification through role innovation under positive social feedback on innovation (moderated mediation). Simultaneously, a self-categorization pathway is examined of the indirect negative influence of individual differentiation on group identification through role modeling (mediation).

Survey data were collected at three time points from 161 UK university alumni.

The analyses support a self-verification pathway: newcomers with high individual differentiation report higher group identification via role innovation only when they receive positive feedback on their innovative actions. However, there was no support for a self-categorization pathway, with no indirect relationship found between individual differentiation and group identification via role modeling.

HR practitioners and managers who are responsible for helping newcomers adjust should consider newcomers’ individual differentiation. Specifically, newcomers with high individual differentiation may more successfully navigate their transition and identify with their workgroup when given appropriate support, such as positive social feedback on their innovative actions.

The study extends organizational socialization research by focusing on when newcomers with high individual differentiation may experience group identification. The findings highlight the important role of positive social feedback on group identification; this suggests a potential means by which newcomers with high individual differentiation can settle successfully.

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.

The data of this study were collected from a German sample with 359 contingent and permanent new hires in skilled jobs.

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.

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.

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.

A structured organizational entry of skilled temporary agency workers may represent a stepping stone for permanent employment due to improved work attitudes and behaviors.

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.

Socialization is one of the fundamental processes that define how collectivities emerge. Socialization underpins the social structures that shape not only how social actors interact in community but also the boundaries of action and the rules of engagement. In the context of organizations, socialization is a process that significantly shapes organization in the way core practices shape how things are done and why they are done in particular ways. This emphasis on consistency within and between practices is seen to be greatly facilitated by specific practices like staff induction. The purpose of this paper is to review the current conceptual and empirical research on staff induction as a process of organizational socialization and outlines some of the areas for future research particularly if a social practice perspective is adopted.

The paper presents a systematic review of the relevant literature on organizational socialization and staff induction and outlines themes to which the debate can usefully be extended.

This paper focuses on how staff induction practices provide valuable insights about how social agents (especially newcomers) get socialized in organizations.

This paper provides a foundation for the various staff induction practices that other papers in this issue will be presenting. By outlining the current debate and insights from previous empirical research on staff induction, the objective is to extend the debate by outlining some new avenues for research that papers in the special issue both respond to and further explicate.

This paper explores staff induction and organizational socialization as a practice that can provide new insights into the dynamics of social interaction within organizations.