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This study aims to explore relationships among supervisors’ socialization behaviors, newcomers’ socialization outcomes, organizational commitment, and work outcomes in three large companies in Korea.

The research was conducted via an online survey in three large firms in Korea. The sample comprised newcomers who had worked for more than six months but less than one year in these firms. The collected data were analyzed using descriptive statistics and structural equation modeling (SEM).

Derived from SEM, the study’s results confirmed a causal relationship between supervisor’s socialization behaviors and newcomer’s work outcomes, which was fully mediated by newcomer’s socialization outcomes. However, organizational commitment was observed as a mediating variable, not a moderating variable. All types of supervisors’ socialization behaviors were related to newcomers’ socialization outcomes. Providing appropriate feedback, supporting newcomers’ development and improving social relationships were most strongly related to newcomers’ socialization outcomes.

This study proposed a rationale for the potential effectiveness of supervisor socialization behavior training. Related variables such as supervisor training aspects and the effectiveness of supervisor training for newcomers’ organizational socialization could be examined further.

The study offers critical areas to consider when designing training programs focused on supervisors’ socialization behaviors. Human resource development practitioners should be aware of the importance of supervisors’ socialization behaviors for newcomers’ organizational socialization and develop a program to improve all types of supervisors’ socialization behaviors.

New areas of training and development for supervisors can be proposed to improve newcomer organizational socialization and, eventually, to enhance the work outcomes of newcomers.

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.

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).

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.

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.

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.

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.

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.

This study investigates the antecedents of career initiative, a proactive behavior, whereby individuals engage in activities to promote their career development. The authors first argue that organizational tenure – the length of time employed within a specific organization – will exhibit a curvilinear or inverted-U-shaped relationship with career initiative. In the early years of an employment relationship, career initiative gradually increases as employees overcome the initial challenges of joining a new organization. However, career initiative will plateau and eventually decline as employees struggle to envision further development.

This study uses a survey design with data collected from the North American operations of a large global telecommunications company.

This study identifies two key mechanisms, both concerning relational context, that drive the curvilinear relationship between organizational tenure and career initiative: mentoring and barriers to networking. Specifically, increased mentoring and reduced barriers to networking both significantly weaken the curvilinear effect.

The results suggest that organizations can promote proactive behaviors through employee mentoring and by removing network barriers, particularly for those most at risk for reduced career initiative: early- and especially later-tenure employees.

Career initiative is a valued behavior among employees, but individual-level phenomena can be fostered, or inhibited, by relational context. So, while some scholars have found a trend toward “boundaryless” careers, this study reveals the importance of considering how the boundaries and social context within organizations can create an environment in which employee proactivity can flourish.

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.

Mentor secure-base support, characterized as mentor availability, noninterference and encouragement of growth, has important implications for newcomer socialization. Drawing on attachment theory, this paper aims to examine the relationship between mentor secure-base support and newcomers' workplace courage.

Data were collected at three time points with a new police officer sample (n = 124). A cross-lagged panel design was used to test the hypotheses.

Mentor secure-base support is causally precedent to newcomers' workplace courage, whereas the reverse relationship from workplace courage to mentor secure-base support was not held.

To help newcomers integrate into their organization and enhance their workplace courage, organizations should actively promote and foster mentoring relationships in which mentors can provide a secure base for mentees.

The authors' findings support that newcomers' workplace courage can be cultivated by mentor secure-base support. It provides insight for organizations to explore workplace courage development for newcomers.

This study aims to explore and classify the fragmentary findings of previous studies and improve understanding of the overall roles of supervisors in newcomer organizational socialization (NOS) and their relationships to NOS outcomes.

The study chiefly involves undertaking a literature review, with an emphasis on the perspective of human resource development (HRD). A structured literature review was conducted to identify and select articles through the Web of Science database.

Five important roles of supervisors during NOS – supporting training transfer, providing information, clarifying newcomers’ roles, facilitating sensemaking and providing feedback – were revealed from an examination of extant work. These roles markedly influence five different components of newcomers’ adjustment: task mastery, role clarification, organizational knowledge, social identification and social integration.

Although the concept of NOS used in this paper did not include all meanings of organizational socialization, the findings proposed key areas that require further study to enhance the understanding of supervisors’ roles for NOS.

The literature review suggests key efforts that supervisors should pursue to enhance the efficacy of newcomers’ adjustment. HRD professionals can use this information to design supervisor training programs aimed at enhancing supervisors’ knowledge and skills for successful NOS.

Studies have reported that supervisors markedly impact NOS and ultimately a newcomer’s success or failure. Relatively little work, however, has investigated how supervisors’ roles in the NOS process can enhance newcomers’ successful NOS outcomes.

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.

Although previous research has shown that proactive initiatives are mostly related to performance- and creativity-related outcomes, the questions of “how” and “when” proactivity brings about creativity are not still fully answered. This conceptual investigation aims to explain the intervening role of job crafting by conceptualising it as a behavioural mechanism that employees engage in to increase their functioning. Besides, this study examines initiative climate as a contextual factor that shapes this intervening mechanism.

Drawing on job demands-resources (JD-R) theory, we put forward propositions explaining how proactive employees engage in promotive and preventive forms of job crafting, which results in creative outcomes. This study’s theoretical approach also illuminates the person–context interaction in creativity research by incorporating initiative climate.

This study underscores the behavioural and contextual determinants of the employee proactivity and creativity relationship. This study discussed how proactive employees reveal their creative potential by engaging not only in promotive job crafting but also in preventive job crafting. Besides, this study suggested that a sufficient level of initiative climate might be a prerequisite for enacting proactive behaviour.

This study attempted to contribute to the current understanding of employee proactivity and creativity literature by conceptually investigating this relationship from the JD-R perspective. Therefore, in addition to the predictable outcomes of promotive job crafting, we also underscored the temporal role of preventive job crafting on employee creativity. Besides, this study stressed that initiative climate reflects a crucial contextual determinant in this relationship.

On the basis of the hierarchical organizational structure, this study investigated how empowering leadership influences hotel employees' proactive work behavior through multiple cross-level mediation processes. This study also investigated whether psychological empowerment, positive psychological capital, job characteristics and job embeddedness can activate the linkage of the aforementioned trickle-down effects.

This study draws data from 826 international tourist hotel employees at different times with hierarchical linear modeling (HLM) analyses.

Multiple cross-level mediation analyses indicate that (1) psychological empowerment mediates the cross-level influences of empowering leadership on job characteristics and positive psychological capital; (2) positive psychological capital mediates the cross-level influences of empowering leadership on job embeddedness and proactive work behavior; and (3) job embeddedness mediates the cross-level influences of psychological empowerment and job characteristics on proactive work behavior.

In the post-pandemic era, the valuable trickle-down effects of empowering leadership could spill over into employees' positive beliefs of psychological empowerment, which ultimately benefit working responsibility and organizational operations.

The results support and suggest that maximizing the benefits of empowering leadership could eventually foster proactivity and performance in the workplace under hospitality and tourism settings.

According to the literature, general personality traits are less strongly related to the creation of new ventures than specific/proximal personality traits. Therefore, this study aims to understand the different proximal personalities that influence the entrepreneurial intention to start a new venture and the relationship between them.

Data were gathered through a self-administered questionnaire filled in by students of entrepreneurship or related courses at the end of the second semester (2019/2020 academic year), and the research option is based on covariance-based structural equation modelling.

The results of this study show that entrepreneurial intentions can be predicted by specific individual traits, namely, risk-taking, entrepreneurial alertness, creativity, proactivity and self-efficacy. Moreover, it was found that risk-taking mediates the relationship between entrepreneurial alertness and proactivity. On the other hand, students’ creativity mediates the relationship between risk-taking and proactivity. Finally, students’ self-efficacy mediates the relationship between proactiveness and entrepreneurial intention.

The results have implications for entrepreneurship education given that a better understanding of the personality traits that influence entrepreneurial intentions can lead to the development of new approaches and pedagogical tools.

This model can be used as a diagnostic tool for designing an effective and efficient entrepreneurship curriculum and pedagogy, acting as an (ongoing) audit of students’ entrepreneurial intentions to get a scientific basis in case of further course/module adjustments.