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Article
Publication date: 18 October 2023

Mohammad Suleiman Awwad, Ahmad Nasser Abuzaid, Manaf Al-Okaily and Yazan Mohammad Alqatamin

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective…

Abstract

Purpose

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support.

Design/methodology/approach

A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling.

Findings

The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly.

Originality/value

To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 9 August 2011

Cathrine Filstad

The aim of this paper is to investigate how organizational socialization tactics affect newcomers' organizational commitment and learning processes.

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Abstract

Purpose

The aim of this paper is to investigate how organizational socialization tactics affect newcomers' organizational commitment and learning processes.

Design/methodology/aproach

A survey was conducted using a measurement tool based on Van Maanen and Schein's theory on organizational socialization tactics and Kuvaas' measurement tools of organizational commitment. The respondents were newcomers in two large Norwegian government organizations.

Findings

It was found that there was no significant relationship between organizational socialization tactics on the context and content dimensions and affective organizational commitment. That means that facilitating formal training and timetables for career development does not necessarily lead to organizational commitment. The research finds, however, a significant relationship between institutionalized social dimensions and organizational commitment. That means providing newcomers with role models and support and acknowledgement from experienced colleagues, positively affect their organizational commitment. Consequently, the extent that newcomers have the chance to participate in work activities and socially interact with established colleagues, positively affect their affective commitment and learning processes.

Research limitations/implications

The measurement tool was translated into Norwegian, which might affect losing the validity of two out of six dimensions of organizational socialization. Also, the social dimension only explains 25 percent of the factors resulting in organizational commitment. Thus, other factors need further investigation, also to address the complexity in newcomers' learning processes when facilitating organizational socialization.

Practical implications

The paper recognizes the importance of newcomers having access to, and being able to learn from established colleagues through participation and practice in work activities.

Originality/value

There are no previous studies of organizational socialization tactics in Norway, and only limited research combining these tactics with organizational commitment, including recognizing organizational tactics' limitation in sufficiently understanding the complexity of newcomers' learning processes.

Book part
Publication date: 22 August 2014

Brad S. Trinkle and Marco Lam

In this study, the construct validity and effectiveness of a newly identified influence tactic, organizational appeal, is tested. Utilizing a sample of practicing professional…

Abstract

In this study, the construct validity and effectiveness of a newly identified influence tactic, organizational appeal, is tested. Utilizing a sample of practicing professional accountants, study results show that organizational appeal is distinct from other influence tactics, is perceived to be used frequently by supervisors, and is effective at influencing subordinates. The organizational appeal influence tactic could be particularly useful in situations where accounting supervisors and managers use proactive tactics to influence others to complete tasks or make decisions; to influence outsiders (e.g., suppliers, clients, government agents) over whom they have little authority; and where other influence tactics are not effective or appropriate.

Details

Advances in Accounting Behavioral Research
Type: Book
ISBN: 978-1-78350-445-9

Keywords

Article
Publication date: 1 January 2005

Ruth C. King, Weidong Xia, James Campbell Quick and Vikram Sethi

This study examined how six institutionalized socialization tactics affect a particular occupation of knowledge workers – information technology (IT) professionals' role…

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Abstract

Purpose

This study examined how six institutionalized socialization tactics affect a particular occupation of knowledge workers – information technology (IT) professionals' role adjustment (role conflict and role ambiguity) and organizational attachment variables (job satisfaction, affective commitment, continuance commitment and intention to quit).

Design/methodology/approach

The research model and hypotheses were tested using path analysis techniques with survey data collected from 187 recently hired IT professionals.

Findings

The results showed that the six socialization tactics affected IT professionals differently. Socialization tactics that recognize employees' values and skills (investiture tactics) and that emphasize the interpersonal and mentoring aspects (serial tactics) had the most significant effects on employees' role adjustment and organizational attachment. The study also revealed complex mediating relationships among socialization tactics, role adjustment and organizational attachment variables.

Originality/value

This study provides new insights about the differential effects of the various socialization tactics on IT professionals' role adjustment and organizational attachment. It also sheds light on the complex mediating relationships among socialization tactics, role adjustment and organizational attachment variables. Without considering the logical relationships between the various variables, studies examining the direct effects of socialization on isolated organizational outcome variables may overlook important linkages that are critical for explaining the inconsistent results in past empirical studies.

Details

Career Development International, vol. 10 no. 1
Type: Research Article
ISSN: 1362-0436

Keywords

Article
Publication date: 25 February 2014

Melody P.M. Chong

Prior research has identified the outcomes of influence tactics as short-term task commitment, compliance and resistance. This paper argues that leaders’ downward influence…

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Abstract

Purpose

Prior research has identified the outcomes of influence tactics as short-term task commitment, compliance and resistance. This paper argues that leaders’ downward influence behaviors should also have an impact on followers’ organizational commitment. The purpose of this paper is to examine the effects of three influence strategies (11 downward influence tactics) on organizational commitment, and the moderating effect of national culture.

Design/methodology/approach

The study draws on survey data (n=185) and follow-up interviews (n=19) from Hong Kong Chinese employees who work for Hong Kong Chinese or Japanese managers.

Findings

The quantitative results show that all rational tactics, the inspirational appeal and pressure tactics had effects on organizational commitment. Drawing on the survey and follow-up interview data, three specific factors in the use of influence tactics on organizational commitment are identified. Results suggest that some tactics are more universal and able to provide “long-lasting” effects compared with other tactics in enhancing or reducing employees’ organizational commitment. The results of the entire study also show that most rational influence tactics seem to be convergent; yet, there is also evidence that other tactics are more culturally specific in generating employee commitment.

Originality/value

This is the first empirical study to examine the effects of influence behaviors on organizational commitment with both inter- and intra-cultural samples. The study has also drawn on interview data to demonstrate examples of effective and ineffective influence tactics used by superiors, thereby offering managerial hints to managers on how to exercise their influence behaviors effectively.

Details

Leadership & Organization Development Journal, vol. 35 no. 1
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 30 March 2010

Maria Simosi

The aim of this paper is to explore the role of social socialization tactics on the relationship between task‐ and organization‐related information (socialization content) and…

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Abstract

Purpose

The aim of this paper is to explore the role of social socialization tactics on the relationship between task‐ and organization‐related information (socialization content) and newcomers' affective commitment to their work organization.

Design/methodology/approach

A total of 280 new hires in a Greek service company participated in a survey. Moderated regression analyses were conducted to test research hypotheses.

Findings

The results supported the role of investiture‐divestiture tactics as a moderator in the relationship between newcomers' task‐related information acquisition and organizational affective commitment. In addition, serial‐disjunctive tactics were found to moderate the relationship between organization‐related information acquisition and newcomers' affective commitment. The study also demonstrated that both task‐related and organization‐related information acquisition are important to the development of newcomers' affective commitment at the early stages of the socialization process.

Research limitations/implications

Owing to the cross‐sectional design of the research, causality cannot be drawn.

Practical implications

The knowledge of whether, and the extent to which, particular socialization tactics and content areas contribute to newcomers' adjustment would provide organizations a competitive advantage by incorporating them into their socialization programs.

Originality/value

Provision of feedback affirming newcomers' personal characteristics as well as assignment of established role models were found to provide the framework within which the acquisition of task and organization‐related information respectively are related to new hires' affective commitment towards their work organization.

Details

Journal of Managerial Psychology, vol. 25 no. 3
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 10 February 2022

Swati Tripathi and Divya Tripathi

The purpose of this paper is to inspect the influence of organizational climate on the social desirability of political behaviour of employees. It also examines perception of…

Abstract

Purpose

The purpose of this paper is to inspect the influence of organizational climate on the social desirability of political behaviour of employees. It also examines perception of politics and perceived behavioural choice as the underlying mechanisms that mediate the relationship between organizational climate and social desirability of political tactics. Finally, the paper studies the influence of desirability of politics on frequency of use of political tactics.

Design/methodology/approach

The study uses data (n = 234) collected from a large public sector organization in India. The inter-relationships are tested empirically using structural equation modelling.

Findings

The findings suggest that organizational climate significantly influences the social desirability of political tactics such that positive climate leads to lower social desirability of political tactics. Also, perception of politics and perceived behavioural choice mediate the relationship between organizational climate and desirability of political tactics. Finally, the social desirability of political tactics positively and significantly influences frequency of political tactics used.

Research limitations/implications

Because of the nature of the study, generalization must be made with caution since it has been conducted in an Indian public sector organization, and errors due to measurement method could be present. The study provides a better understanding of the relationship between organizational climate and political behaviour and clarifies the mediating role of perception of politics and behavioural choices. It also elucidates the need for organizations to accept the active role of employees in determining the nature of workplace politics.

Originality/value

The study establishes political perceptions and perceived behavioural choice as important mediators between climate and political behaviour, fostering in-depth research into the environmental aspects of public sector organizations. It also establishes employees as autonomous members of the organization who make political choices by taking into account their organizational contexts, a concept much newer to highly formalized and codified public sector organizations.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 10 no. 3
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 8 August 2018

Seok-young Oh

The purpose of this paper is to identify how three types of socialization tactics – content, context and social tactics – influence fit perceptions, and then how three types of…

Abstract

Purpose

The purpose of this paper is to identify how three types of socialization tactics – content, context and social tactics – influence fit perceptions, and then how three types of fit perceptions – person–organization (P–O) fit, person–job (P–J) fit and person–group (P–G) fit – mediate the relationship between socialization tactics and positive socialization outcomes: organizational commitment, job satisfaction and intent to quit.

Design/methodology/approach

Responses from participants – 207 Korean youth workers – were subjected to ordinary least squares path analyses with bootstrapping to test the hypotheses.

Findings

First, this study found that socialization tactics promote youth workers’ perceived fit with organization, job, and people. Then, the mediation model showed that content socialization tactics do not influence dependent variables (socialization outcomes) through mediators (fits), while context tactics influence through perceived P–O fit and P–G fit for organizational commitment only, and social tactics through perceived P–O, P–J and P–G fit for organizational commitment, job satisfaction and intent to quit.

Research limitations/implications

The results of this study suggest that institutionalized social tactics can serve as a key socialization method for new employees. In addition, youth organizations need to implement jointly formal and collective training programs with follow-up social workplace learning (e.g. mentoring and study circle) to help newcomers share the values of the organization and integrate well into it.

Originality/value

This study contributes for understanding the socialization process of new employees working in educational and social work fields and role of fit perception between socialization tactics and their career successes.

Details

Career Development International, vol. 23 no. 4
Type: Research Article
ISSN: 1362-0436

Keywords

Book part
Publication date: 25 July 2008

Howard J. Klein and Aden E. Heuser

This chapter briefly reviews findings from recent socialization research to provide an updated view of the socialization literature. To help advance the literature, this chapter…

Abstract

This chapter briefly reviews findings from recent socialization research to provide an updated view of the socialization literature. To help advance the literature, this chapter then takes an instructional system approach, viewing socialization fundamentally as a process of learning about a new or changed role and the environment surrounding that role. As such, attention will first be given to further understanding exactly what needs to be learned during socialization. In doing so, an expanded socialization content typology is presented. In addition, two other components are added to this typology to reflect the fact that (a) each of those content dimensions needs to be learned relative to different organizational levels (e.g., job, work group, unit, organization) and (b) socialization occurs over several months and there are temporal considerations relating to the different socialization content dimensions. This chapter then examines how to best facilitate the learning of that expanded socialization content. The Gagné-Briggs theory of instruction is used in connecting socialization content with the means of learning that content. The socialization and orienting activities commonly used by organizations to help new employees in the adjustment process are also identified and then mapped onto the learning outcomes they could best help facilitate. Finally, the conceptual, measurement, and research needs suggested by these extensions to the socialization literature are identified.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-84855-004-9

Article
Publication date: 26 October 2018

Dara G. Schniederjans, Stephen A. Atlas and Christopher M. Starkey

As organizations increasingly engage with consumers over mobile devices, there is a growing need to understand how consumers react to impression management over platforms with…

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Abstract

Purpose

As organizations increasingly engage with consumers over mobile devices, there is a growing need to understand how consumers react to impression management over platforms with limited textual content. The purpose of this paper is to empirically assess how different impression management tactics can be used in mobile media to enhance consumer perception-attitude-intentions toward a corporate brand.

Design/methodology/approach

We surveyed 670 consumers and estimate structural equation models and repeated-measures ANOVAs to determine how short passages employing alternate impression management tactics influence consumers’ perceptions, attitudes and purchase intentions.

Findings

Results reveal that each impressions management tactic (i.e. ingratiation, intimidation, organizational promotion, supplication and exemplification) influences consumer perceptions, attitudes and intentions. The authors compare differences in how the impressions management tactics influence each stage of the perception-attitude-intentions model and find evidence that initial differences in perceptions favoring ingratiation and exemplification appeals become magnified for purchase intentions.

Research limitations/implications

Recent calls for research focus on an understanding of how consumers process information on reduced-content platforms of small-screened mobile devices. These results provide empirical evidence of the use of impression management and the difference between five impression management tactics on enhancing consumer perception-attitude-intentions model.

Practical implications

The results of this study will provide marketers with insights to optimize communications and corporate brands with consumers over mobile media.

Originality/value

This paper adds to the nascent yet vital literature on mobile marketing by focusing on how impression management tactics influence perceptions, attitudes and intentions through the short message characteristic of mobile platforms. The authors develop a framework for how corporate brand management can strategically use impressions management tactics in this novel domain.

Details

Journal of Product & Brand Management, vol. 27 no. 4
Type: Research Article
ISSN: 1061-0421

Keywords

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