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The purpose of this paper is to promote the notion that an orientation plan and socialization to the culture of the organization are crucial components for the retention of library employees.

A review of selected literature was conducted from both within and outside librarianship to determine the relationship orientation and socialization have to retention.

Employee orientation is a multi‐stage process utilizing both formal and informal activities that help assist the employee to become part of the culture of any organization, including the library. A human resources program that includes well‐planned processes for recruitment, selection, orientation, socialization and retention will help a library be more competitive as librarians retire. Paying attention to these processes is increasingly important as we enter the period in which the baby boomer generation is moving toward retirement.

As baby‐boomer librarians retire, libraries should strive to maintain retention by improving current orientation practices and assisting with socialization to the organizational culture. The orientation process and retention can be improved by the use of checklists, the support of the immediate supervisor, and appointing a mentor.

The paper provides considerations that may assist planning approaches for libraries considering future staffing in a shrinking employment market.

The purpose of this study was to examine three different socialization tactics (social, context, and content) used by Lebanese commercial banks. A survey instrument was distributed to 115 newcomer employees. It was found that Lebanese commercial banks socialize their new employees to be effective members.

Although work engagement has become an important topic in management, relatively little attention has been given to newcomers’ work engagement in the socialization literature. The purpose of this paper is to explain how newcomers’ work engagement can fluctuate during the first year of organizational entry and the role of organizational socialization in developing and maintaining high levels of newcomers’ work engagement.

A review of the socialization literature indicates that uncertainty reduction theory has been the basis of research on socialization tactics and newcomer information-seeking both of which function by providing newcomers with information to reduce uncertainty. Socialization resources theory is used to develop a new pathway to newcomer socialization which focuses on providing newcomers with resources during the first year of organizational entry and socialization.

The uncertainty reduction pathway to newcomer socialization is narrow and limited because it primarily focuses on minimizing and reducing the negative effects of job demands rather than on providing newcomers with resources that are necessary to facilitate work engagement and socialization.

Organizations can use newcomers’ work engagement maintenance curves to map and track fluctuations in newcomers’ work engagement during the first year of organizational entry and they can conduct an audit of socialization resources to determine what resources are required to develop and maintain high levels of newcomers’ work engagement.

This paper describes newcomer work engagement maintenance curves and explains how socialization resources can be used to develop and maintain high levels of newcomers’ work engagement. A model of a new pathway to newcomer socialization is developed in which socialization resources, personal resources, and job demands influence newcomers’ work engagement and socialization outcomes.

This study aims to examine the antecedents of employee brand commitment (BC) and brand citizenship behaviours (BCB). In doing so, it also aims to propose a model which includes organisational socialisation, relationship orientation and employee receptiveness to explain the relationships between these three antecedents and BC and BCB.

A quantitative research methodology was adopted which resulted in the development of a self‐administered online survey instrument. As the population of interest was employees working in a service industry, a purposive sampling technique was adopted. Using a national database of service employees, a random sample of 2,000 e‐mail addresses was generated and respondents were invited to participate in the online survey. This resulted in the completion of 371 online surveys, representing a response rate of 19 per cent.

The findings revealed a significant positive effect between organisational socialisation and BCB, but not with BC. On the other hand, relationship orientation was found to have a significant positive effect on BC, but not BCB. Employee receptiveness was the only antecedent to have a strong positive effect on both BC and BCB.

Given the findings, it appears that individual employee factors are extremely important in understanding how employees feel about and behave in relation to their employer's brand. Just as the external market literature reports numerous links between individual factors (i.e. personality, values, motivation, etc.) of consumers and consumption‐related behaviour, the internal market literature will significantly benefit by adopting a similar line of enquiry in relation to employees. The acquisition of such knowledge will not only assist organisations in selecting “brand‐oriented” employees, but will also help them identify, develop and nurture future brand champions.

This study provides insight to managers that covet organisational success through the adoption of internal brand management practices. In particular, it empirically validates the significance of the receptivity of employees in enhancing not only their commitment to the brand but the exhibition of “pro” brand behaviours as well. Without employees that are first receptive to organisational dialogue, the intentions of internal brand management initiatives are unlikely to be realised.

This study provides empirical evidence of the antecedents of employee brand commitment and subsequent brand behaviour. In doing so, it highlights the need to understand the pre‐existing individual factors that employees bring to the employment exchange table, given that they significantly influence the way in which employees feel about and behave in relation to their employer's brand.

The purpose of this paper is to find industry wise differences in relationship between onboarding experience (OE) and turnover intention (TI). An attempt has been made to find the intervening role of psychological variables such as locus of control and self-efficacy.

An online questionnaire was administered to 596 newcomers in five industrial sectors: fast-moving consumer goods, information technology (IT), pharmaceuticals, automobile manufacturing, and hospitality. The questionnaire measured the constructs of locus of control, self-efficacy, perceived OE, and TI.

Inverse relationship was found between perceived OE and TI. There is a significant positive relationship between motivation-based self-efficacy and TI which is mediated through OE. Affective self-efficacy moderates the impact of OE on TI, such that for individuals with low efficacy the inverse relationship between OE and TI is strong, but for individuals with high self-efficacy the relationship between the two variables is direct. The OE in automobile manufacturing industries is significantly higher than other industries. TI is significantly higher in IT and hospitality industries. Exploratory factor analysis of the instrument on OE led to extraction of four factors. Based on socialization resource theory, they were termed as orientation, socialization, task characteristics and leadership. Aspects of socialization and leadership are most significant factors in determining TI across industrial sectors, whereas in case of the hospitality and automobile manufacturing sector it was found that better the task characteristics higher is the chance of TI.

There are limited studies linking various aspects of OE with TI across industries, especially in the Indian context. So, this will be the unique contribution of this research.

Explains the difference between orientation and training. Advances a top‐down approach for assembling an orientation programme, offering flexibility and allowing the new auditor to build a framework of understanding about his/her work. There are four modules: Industry; Company; Internal Auditing; and Audit Assignments. The need for customized orientations arises. Building a successful programme entails selecting the right timeframe and reviewing and optimizing the existing programme; customized orientations may be needed. Orientation forms part of the socialization process which deals with the transition to a new job environment, and is a strategic opportunity to enhance employee commitment and performance.

Internal marketing orientation is an area within the broader market orientation that remains relatively under‐researched. Utilising the internal marketing orientation (IMO) scale developed by Foreman and Money, this paper seeks to develop our understanding of the factors that may influence an employee's perception of their company's level of IMO. Based on 281 responses from a large UK‐based service organisation, the paper reports on the extent to which the Foreman and Money scale does, or does not, correlate with a range of “person” “situation” and “person × situation” variables identified from both focus groups and from the literature. It was found that among the single item variables age, location, and length of tenure all impacted upon levels of IMO. In the case of the more complex “person × situation” multi‐item variables, the most important determinants were found to be the perceived market orientation of local managers and direct managers/supervisors, as well as aspects of communication, socialisation, and workplace satisfaction. The results provide support for earlier work that highlights the importance of these more complex variables in managing internal marketing.

The success of socialization and orientation of new academic librarians has a considerable effect on outcomes critical to both the newcomer and institution, including job performance, job satisfaction, and staff turnover. These factors correspondingly impinge upon the institution's bottom line, due to the high costs associated with activities ranging from recruitment to retention. The paper asserts that if a new librarian leaves the institution within the first six to 18 months, the costs expended on hiring are practically wasted. To avoid this, and engage new professionals that stay long enough to justify the cost of hiring, and gain a return on its investment, the academic library needs to engage in rapid on-boarding. The article therefore aims to demonstrate how socialization and orientation can be effective.

This paper is informed by opinion and draws on relevant literature to provide an understanding of the phenomenon.

Rapid on-boarding is central to getting new hires up-to-speed quickly; yet, anecdotal evidence suggests that it is not as widespread as it should be in academic libraries.

An on-boarding plan immanent in the strategic plan provides a unique channel of influence for familiarizing newcomers with the institution and advancing its policies and practices.

A formal on-boarding program can be a great source of support for all library staff and can increase the retention of professionals by inculcating the values and behaviors required to succeed.

The article underscores how human resource development (HRD) activities, which subsume orientation, affect the library's bottom line. The author advances the significance of “chi” to the success of rapid on-boarding: communication, human interaction and individualization.

The purpose of this paper is to address the two research gaps in the literature between employee needs and organizational socialization; and organizational socialization and organizational culture by examining the relationships among four employee motivational needs (for achievement, affiliation, autonomy, and power), four organizational socialization content areas (training, understanding, coworker support, and future prospects), and three facets of organizational culture (bureaucratic, innovative, and supportive).

Questionnaire data of 156 full‐time employees from a variety of organizations are analyzed by correlations, regressions, and structural equation modeling (SEM).

Employee motivational needs explain significant variance for all socialization domains; whereas socialization explains significant variance for all organizational cultures (while needs explain little or no variance for culture). Regression and SEM analyses establish that organizational socialization links employee needs to organizational culture.

Whereas socialization is confirmed as the link between the person and the organization, future studies could examine how the socialization content areas link persons to other organizational variables, such as leadership styles and political behavior.

Employee needs should be taken into account as regards the content domains of organizational socialization programs, and management should consider these domains as relevant to the socialization of employees in all types of organizational cultures.

This is the first empirical study on the interrelationships among employee needs, organizational socialization content areas, and facets of organizational culture.

The purpose of this study is to explore the leadership experiences of four female secondary principals (two Black, two White) in one south‐western state to create significant discourse for understanding school leadership nested in complex social, political and cultural contexts. These women confronted education challenges of social justice, democracy, and equity in their schools.

The philosophical tradition of phenomenology was chosen as the qualitative methodology for this study “which is understood to be a concern for human meaning and ultimately for interpreting those meanings so that they inform our practice and our science”. As a secondary analysis of a specific finding (i.e. female leaders who exemplified a values‐orientation around issues of social justice in their leadership practices) from the original study the lived experiences of four female secondary school leaders were further explored.

All four women engaged in leadership praxis by: transforming school practices to promote equity and access for all students and embracing diversity of their student populations; connecting the world of research and practice; adopting democratic and participative leadership styles that relate to female values developed through socialization processes including building relationships, consensus building, power as influence, and working together for a common purpose.

While the focus is secondary school female leaders and educational leadership in a North American context, the implications have a broader transnational focus, exploring themes and issues that may span national boundaries and cultures.

For purposes of this article, the original data were revisited to conduct secondary analyses of the experiences of four women. Research contends that this approach can be used to generate new knowledge, new hypotheses, or support for existing theories; and that it allows wider use of data from rare or inaccessible respondents.