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Bowman, Thomas G., Stephanie M. Mazerolle, and Brianne F. Kilbourne. "Perceptions of Employer Socialization Tactics During Junior Faculty Transition into Higher Education." Athletic Training Education Journal 13, no. 1 (January 1, 2018): 42–48. http://dx.doi.org/10.4085/130142.
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Context: New faculty are expected to teach, be productive scholars, and provide service in order to earn tenure, but few experience the full spectrum of faculty responsibility during doctoral preparation. Recent evidence suggests mentorship and orientation are important during role transition. However, how employers facilitate role transition for new faculty remains unclear. Objective: Examine the perspectives of junior faculty members' organizational socialization into higher education, specifically focusing on mentorship and orientation sessions. Design: Qualitative study. Setting: Fourteen higher education institutions. Patients or Other Participants: Sixteen junior faculty (7 male, 9 female; age = 32 ± 3.5 years) representing 7 National Athletic Trainers' Association districts participated. At the time of the interview, all participants were within their first 3 years of a full-time faculty position. Main Outcome Measure(s): All participants completed a semistructured telephone interview. The interview guide was focused on the experiences of junior faculty and was developed based upon the literature and purpose of the study. We analyzed the transcribed interviews using a general inductive approach. Results: Mentors provided support to assist in the transition to faculty positions on a variety of topics, although formal mentoring programs are identified as helpful only if a relationship develops. Regarding the second theme, participants noted orientation sessions organized by the institution or department that provided a clear overview of the position. However, despite their use, many described the orientation sessions as not providing essential information that would have been helpful. Additionally, tenure and promotion processes often had purposefully vague criteria regardless of how thorough the explanation, leading to stress. Conclusions: Our findings suggest that higher education administrators help new athletic training faculty transition by providing mentors and orientation sessions. Findings also suggest that these experiences, at times, are not comprehensive and caused the transition to academe to be stressful.
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Coldwell, David A. L., Mervywn Williamson, and Danielle Talbot. "Organizational socialization and ethical fit: a conceptual development by serendipity." Personnel Review 48, no. 2 (March 4, 2019): 511–27. http://dx.doi.org/10.1108/pr-11-2017-0347.
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PurposeA significant and increasing number of graduate recruits take up employment for specific companies by virtue of their ethical reputation and profiles. As such, ethical fit has become an important dimension of the attraction and retention of graduates. However, preconceived notions of a company’s ethical orientation obtained through the media and initial recruitment exercises may be challenged during the induction and socialization phases of organizational entry, such that people may find that the reputation is just an external façade leading to disappointment and a reassessment of the employer. The paper aims to discuss these issues.Design/methodology/approachThe study’s essential focus is on building a conceptual ethical fit model and to underline the need for further conceptual development in the area. The analysis of extant secondary data and the methodology of serendipity were used.FindingsThe model’s conceptual cogency and practical utility for human resource management are analyzed in the light of specific secondary data and specific propositions described.Research limitations/implicationsA major concern with conceptual models is empirical validity and practical utility which requires empirical testing. However, this limitation has been mitigated by the use of a serendipitous approach from a qualitative empirical study with a generalized person–organization (P–O) focus.Practical implicationsVarious practical implications of the model described in the paper for HR management are evident from empirical studies in the area which have dealt with particular aspects of the model. For example, Baueret al.(1998) found that socialization effects employee turnover. And, Cable and Parsons (2001) indicate that organizational socialization is critical in generating committed employees whose values are congruent with those of the organization. Since committed employees are critical for the success of the organization, they suggest training programs for hiring managers and criteria in performance appraisals that include the development of employee value congruence through specific formal socialization tactics.Originality/valueThe paper contributes to the extant literature by building a dynamic conceptual model with attendant testable propositions that explore the implications of employee misalignment in pre-socialization anticipatory organizational ethical fit and post-socialization organizational ethical fit. More specifically, the study contributes to the extant literature by considering the socialization process in relation to ethical fit dynamics. It also considers from the point of view of specific moral development theory and changing perceptions of ethical climate that occur during organizational socialization. Serendipitous material obtained from a qualitative study of P–O fit puts flesh on the bones of the effects of the socialization process on ethical fit described by the paper’s conceptual model while providing circumstantial evidence for the propositions and their practical utility for HR management.
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Okpo, Par Nassoua Antoine. "Déterminants Psycho-Socio-Culturels De La Victimisation Des Employées Mineures De Ménages À Abidjan." European Scientific Journal, ESJ 13, no. 2 (January 31, 2017): 211. http://dx.doi.org/10.19044/esj.2017.v13n2p211.
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This study aims to identify the psycho-sociocultural determinants of the victimization of minors employed by households. Two hypotheses have led to this research. Semi-directional interviews with parents and employers of minors were used. Three theories have been convened; The culturalist theory of the cultural transmission of values and beliefs, the theory of reasoned action and that of planned action have led to knowledge of the motivations of employers. The consciousness of the tacit guarantee of the impunity of the person who chastises a minor, the acceptance of punishments as a deterrent and educational force during socialization, and the subjective interpretation of the actions of minors are the main psychosociocultural determinants Of the victimization of minors. These motivate and trigger the victim's attitude in the employer.
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Mineva, O. K., and E. V. Polyanskaya. "Evolution of staff motivation management tools in digital reality." New Technologies 17, no. 1 (April 5, 2021): 105–11. http://dx.doi.org/10.47370/2072-0920-2021-17-1-105-111.
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Traditional motivation tools are almost completely focused on meeting the basic needs of a person. Until 2010 the management science did not consider the satisfaction of the highest needs of a person as a priority, however, the satisfaction of a person’s basic needs in the 21st century is considered as a presume, and the toolkit that formed it significantly limits the efficiency of companies. A feature of a modern employee is his high level of education, formed digital skills, deep socialization, which manifests itself in a request to an employer about working conditions that allow finding an acceptable balance between work and personal life, the constant development of competencies and a consistent change in status. At the same time, the portrait of a modern employer has also changed, and now the effectiveness of an employee is important with the maximum possible cost optimization. This requires a significant change in the mentality of HR workers, employers and their search for new motivation tools. The 2020 lockdown has significantly transformed the scale of employee values and require employers to promptly modify the usual business models. The result of the lockdown is a large case of motivation tools, for which there were requests even before the COVID pandemic. Scientists have received a one-time approbation of new motivation tools around the world. Within the framework of the research, we have carried out work on the systematization of the most effective motivation tools and their application in accordance with the highest needs of the individual. The introduction of modern motivation tools into the practice of companies can significantly increase the attractiveness of work in it for employees, achieve an increase in labor efficiency while reducing conditionally fixed costs.
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Hastings, Sally O., Sandra Aponte, Esther Valverde, Catherine Gristock, Rebecka Fraser, Michelle Missigman, Jordan Bicasan, and Luisa Rosas. "Nonverbal Communication and Writing Deficiencies of Graduates: Research by Undergraduates for Undergraduates." Business and Professional Communication Quarterly 83, no. 2 (February 25, 2020): 204–22. http://dx.doi.org/10.1177/2329490620906447.
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Effective organizational socialization demands soft skill competence. This article advances two goals: (a) explore the inclusion of undergraduate researchers in the scholarship of teaching and learning research and (b) present research findings on employer perceptions of new college graduates’ communication skills. The research team used a rules approach to explore employer perceptions of nonverbal communication skills for new college graduates, such as commonly violated rules. Four key findings relating to rule violations in unspoken communication include displaying a lack of interest, inappropriate attire, body art, and writing deficiencies. Suggestions are offered for including undergraduates in this kind of research.
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Kim, Mikyoung. "Between a Rock and a Hard Place: The Impact of Anti-Americanism on Locally Employed Staff at the American Embassy in Korea." Public Personnel Management 34, no. 3 (September 2005): 235–45. http://dx.doi.org/10.1177/009102600503400302.
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The Korean locally employed staff (LES) at the American Embassy in Seoul face idiosyncratic job-related challenges. The Korean LES often find them-selves caught in the crossfire between the American government and domestic anti-American sentiments. The LES's dual identity as Korean nationals working for a foreign government puts them in an awkward position in times of bilateral friction. They are subjected to negative framing of their occupational socialization and threats of physical attack. Their low turnover rates, however, suggest the existence of effective coping mechanisms. The LES internalize the pride of working for the superpower government and assuming a mediator's role between their employer and the Korean public. Monetary motivations also play a crucial role in the tight local labor market.
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Munir, Ningky Sasanti, Eva Hotnaidah Saragih, and Martinus Sulistio Rusli. "BCA’s employer branding – the challenge ahead." Emerald Emerging Markets Case Studies 6, no. 3 (August 15, 2016): 1–22. http://dx.doi.org/10.1108/eemcs-08-2015-0177.
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Subject area PT. Bank Central Asia, Tbk. (BCA), the largest national private bank in Indonesia, won an award for the Best Bank at the Euromoney Awards for Excellence (Asia) 2014. During the same event, in several categories, haloBCATM and BCA employees also won several awards. Previously, a number of awards were received by BCA such as: Best Indonesia Local Private Bank in 2010, Contact Center World Champion in 2012 and 2013, and Best Mega Contact Center in Asia Pacific Region in 2014. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer employees. The company resumed recruiting in 2010. BCA’s human resource (HR) profile in 2013 showed that nearly half of BCA’s permanent employees were aged 45 years or older, 40 per cent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. BCA has raised its efforts to recruit new talent. However, recruitment is not easy, as BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of the BCA and have been used to attract the future successors of BCA in Indonesia? Study level/applicability Master Degree in Human Resources Management or MBA Program. Case overview PT Bank Central Asia Tbk (BCA), which was established on February 1957, is Indonesia’s largest lender by market value and the second largest bank by assets. The bank has experienced a remarkable recovery from the Asian Financial Crisis in the late 1990s when the Indonesian banking system became almost bankrupt. It provides both commercial and personal banking services through its 1,000-plus branches across the country. As the largest national private bank, BCA is a well-known bank in Indonesia. BCA is managing more than 12 million customer accounts, processing hundreds of millions of financial transactions and fulfilling the needs of individual and corporate customers through various products and services. BCA Automatic Teller Machines (ATMs) are located virtually and BCA’s Electronic Data Capture (EDC) machines are available at many merchants both in big cities or small towns across Indonesia’s archipelago. However, for a nation with a population of more than 240 million spread out over 34 provinces, the presence of BCA is still deemed unevenly distributed. In the next 10 years, BCA has no plan yet of expanding outside of Indonesia. BCA put its attention on developing its market in Eastern Indonesia. Funding sources, which usually becomes an issue for expanding companies, are not a source of concern for BCA. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer new employees. The company had recently resumed recruiting in 2010. BCA’s HR profile in 2013 showed that nearly half of BCA’s permanent employees were 45 years of age or older, 40 percent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. Currently, BCA has raised its efforts to recruit new talent and its future leaders through various programs, such as: BCA Development Program (BDP), one of the most acknowledged management trainee programs in the Indonesian banking industry, provides intensive and rigorous training to selected new recruits to ensure development of BCA key talents and future leaders. HR business partners that actively visit campuses in the eastern region of Indonesia. Socialization programs in state and private universities. Job fairs, Web recruitment, internships and employee referrals, job opportunity advertisements posted at BCA branch offices located near universities and in the leading mass media. Utilization of recruitment consultant services, especially to find candidates with specific qualifications. Utilization of communication media printed (poster, flyer, booklet, banners) and electronically. Provision of scholarships to high school graduates with excellent academic records but facing financial difficulties. However, recruitment is not easy for BCA because – like other well-known companies in Indonesia – the Bank only recruits the best people based on the prospective employees’ hard and soft competencies. BCA’s aim to project a positive perception toward its employees as “a fun workplace with family-oriented atmosphere, and commitment about employees’ development” has yet to strongly resonate in Indonesia’s labor market. BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of BCA and have been used to attract the future successors of BCA in Indonesia? How should BCA obtain a large number of qualified talent pools through an effective Employer Branding strategy? Expected learning outcomes By the end of discussing the case, the learner will be: conceptually: able to explain what is meant by employer branding, internal and external approach and able to explain the relationship of employer branding with business strategy, talent management strategies and HR management functions as a whole; practically: able to identify and analyze BCA Recent Condition – able to explain the BCA brand image in the eyes of public/external/job seekers in Indonesia and internal/current employees of BCA – able to identify strategies that BCA does to recruit potential job seekers – and able to explain the influence of innovative products and services that BCA has currently on BCA employer branding; able to identify BCA goals/needs; able to identify the characteristics, needs and preferences of BCA target group of workers, concerning to the latest issues arise such as: Gen Y and AEC (ASEAN Economic Community); able to evaluate the effectiveness of BCA employer branding strategy and communications and to identify the problems faced by BCA related to employer branding; able to generate ideas related to the improvement of BCA employer branding strategy and programs – what message to be branded (company unique employee value propositions – tangibles and intangibles) – what program to be implemented (internal and external) – and how is the integrated marketing communication strategy (segmenting-targeting-positioning, channels). Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS:6: Human Resource Management.
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Bortnikas, Aleksandras. "Problems with Modernizing Human Resources in The Lithuanian Service Sector." Journal of Intercultural Management 11, no. 4 (December 1, 2019): 146–57. http://dx.doi.org/10.2478/joim-2019-0027.
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Abstract Objective: Problems in modernizing human resources of Lithuania’s service sector are discussed in the article. The objective of the article is to reveal the issues of human resources modernization, identify the trends and measures for human resources’ modernization in the service sector of Lithuania. The process of human resource management is understood as a continuous procedure where the main activities are planning, recruitment, selection, socialization, training and improvement, assessment of activity, promotion, displacement, downgrading or dismissal. The essential trends and measures for modernizing management of human resources is strategic management of human resources, growth of employee competencies and development of electronic human resources. Noteworthy to mention that in the modern world, when striving for competitive advantage, it is important to follow the guidelines of strategic management of human resources. The significance of information technologies cannot be forgotten, because the instalment of these technologies helps to coordinate innovations in science, originality and practical experience, all of which is oriented towards creation of new services and products for the society. Methodology: The research methods are based on the insights of the researchers using the analysis of scientific literature and synthesis methods. The study analyzes issues related to the modernization of human resources management in the Lithuanian service sector. Findings: Summarizing the study results, aspects of a modern organizational culture can be distinguished: promotion of friendly communication among employees (this allows solving problems in the organization among employees without the need for the employer to interrupt); constructive conflict solving with the help of a mediator; an employee who is valued in the organization becomes initiative, able to independently make decisions, is more involved in achieving goals of the organization; organizational culture is being modernized by promoting employee creativeness, or through pleasant and beneficial tasks; a manager in a modern organization is distinguished by a democratic leading style, is not a sole controller – decisions are made with the involvement of the entire team; it is modern to seek for a high level of service provision (not to be only profit-oriented). Value Added: Based on the results of the research, a way of modernizing human resource management in Lithuanian catering establishments was suggested in order to maintain high level of services provided by modern motivation methods and other elements of the organizational culture model. Recommendations: Summarizing the results of the research it is possible to distinguish aspects of modern organization culture, which showed that modernization of human resource management in Lithuanian catering establishments includes ensuring of microclimate in the organization; healthy workplace emotional and physical well-being; employee socialization; motivation of employees and encouragement to seek a high level of service in modern ways of motivation and other elements of the organizational culture model that are recommended to be emphasized in the organization.
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Timpka, T. "Professional Ethics for System Developers in Health Care." Methods of Information in Medicine 38, no. 02 (1999): 144–47. http://dx.doi.org/10.1055/s-0038-1634172.
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AbstractMedical informaticians are multidisciplinary professionals responsible for developing complex technical systems. The aim of this study was to investigate how a code of ethics can help medical informaticians in avoiding design failures. An exploratory case study was performed to identify factors related to failure during system development. The literature on professional ethics was reviewed to derive a preliminary code of ethics. The case study showed that collaboration across individual and professional values is required to avoid failure during system development in health care. Having either the employer or the health care providers in focus for moral judgments may be misleading and cause confusion. The preliminary code emphasizes socialization, education and cooperation rather than enforced compliance. As a code is a distillation of experiences, its major benefit to medical informaticians should be its clarification of the profession’s position in society.
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Proaño, Jairón Enrique Mendoza, Carlos Julio Molestina Malta, Edison Antonio Chango Agama, and Sofía Andrea Basantes Vinueza. "Análisis De Los Riesgos Mecánicos Y Su Incidencia En La Seguridad Y Salud Laboral En Los Trabajadores. Estudio De Caso: Fundición De Estructuras Metálicas." European Scientific Journal, ESJ 13, no. 15 (May 31, 2017): 352. http://dx.doi.org/10.19044/esj.2017.v13n15p352.
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The analysis of occupational risks within companies, based on civil works, is of great importance in ensuring the safety and the occupational health of its collaborators. The present research work focuses on the analysis of the current situation by means of the methodology of William Fine. The study aims to identify and evaluate the mechanical risks, where the occurrence of these catastrophic events generates multiple consequences. This consequence is both for the employer and the employee, and it ranges from labor absenteeism, physical and mental injuries, and significant economic losses for enterprises by various cases of demands or treatments that must incur due to the lack of procedures of control and prevention. This, however, might be equipment and machinery used in the phase of casting metallic structures, especially in Quintana construction company. The results were obtained through qualitative-quantitative methodology in obtaining the worker’s perspectives. They stated that they are conditioned to high risk mechanical jobs, where the lack of equipment for protection as well as the proper socialization of internal safety guidelines limited the involvement of partners. Consequently, it is essential to mitigate the occurrence of risks at the mention of the company events. As part of the conclusion of this study, there is the need to design a matrix of risks and identify the existing risks. In addition, the proposed control measures were determined.
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Subadriyah, Subadriyah, and Puji Harto. "Determinants of personal tax compliance." Accounting 7, no. 7 (2021): 1675–80. http://dx.doi.org/10.5267/j.ac.2021.5.002.
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The largest state revenue comes from taxes. Even though the number of taxpayers is increasing from year to year, the tax revenue in Indonesia is still relatively low, since taxpayer compliance is still low. This study aims to determine the factors that influence individual taxpayer compliance in paying taxes at Jepara, Indonesia. The study uses a quantitative approach with a population of individual taxpayers who are registered at the tax office of Jepara, Indonesia. The number of samples is obtained by 100 respondents using the Slovin formula. The sampling technique was a convenience sampling technique. The data analysis method used is multiple regression analysis and Moderated Regression Analysis (MRA). Based on the test, it is found that the quality of tax authorities service, understanding and knowledge of taxation, tax sanctions, tax socialization, taxpayer awareness and perceptions of tax effectiveness have an influence on taxpayer compliance. In addition, the employment status of Civil Servants is more compliant in paying taxes since their income tax has been routinely deducted by the employer on the paid income.
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Adeel, Arafat, and Muhammad Asim. "Impact of Socialization on Employee’s Reputation." International Journal of Human Resource Studies 9, no. 2 (May 16, 2019): 225. http://dx.doi.org/10.5296/ijhrs.v9i2.14619.
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The aim of this study was to analyze whether the impact of socialization on new employees’ reputation is positive or negative. To aware the potential employees about factors that can help in bringing out constructive rapport in the professional life, it was important to explore the importance of socialization and forming association in the organization. Variables studied were socialization, grouping, relationship with other employees, and new employees’ reputation. A sample size of 250 respondents was taken for data screening to carry out this research through simple random sampling technique. This was correlative research and multiple linear regression analysis was used to check the impact of independent variables on employee’s reputation. It was a quantitative as well as qualitative research and data was collected by distributing questionnaires. The result suggested that socialization and association with your colleagues play a vital role in creating good reputation while grouping will not be that helpful. The employees can be social and perform team building attitude rather than forming a group. The study tells about the importance and the level of overall socialization an employee must pursue to get promotion. The balanced socialization can help employee in building up rapport when he is a new entrant in any organization.
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Lusch, Robert F., Thomas Boyt, and Drue Schuler. "Employees as customers: The role of social controls and employee socialization in developing patronage." Journal of Business Research 35, no. 3 (March 1996): 179–87. http://dx.doi.org/10.1016/0148-2963(95)00123-9.
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Siegel, Philip H., B. J. Blackwood, and Sharon D. Landy. "Tax Professional Internships And Subsequent Professional Performance." American Journal of Business Education (AJBE) 3, no. 5 (May 1, 2010): 51–60. http://dx.doi.org/10.19030/ajbe.v3i5.428.
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How do internships influence the socialization and performance of accounting students employed in the tax department of a CPA firm? Previous research on accounting internships primarily focuses on auditing personnel. There is evidence in the literature that indicates audit and tax professionals have different work cultures. This paper examines the relationship between internships and subsequent professional performance of tax professionals as measured by promotion velocity and employee turnover. The human resource department, from seven regional CPA firms with similarly structured internship programs, provided performance, promotion and turnover data on employees who completed internships and employees who did not complete internships. The results of the study indicate that internships positively affect performance evaluations, promotions, and employee retention of tax professionals.
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Son, SuJin. "Facilitating employee socialization through mentoring relationships." Career Development International 21, no. 6 (October 10, 2016): 554–70. http://dx.doi.org/10.1108/cdi-02-2016-0014.
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Purpose The purpose of this paper is to advance understanding of the mentor factors that promotes mentoring outcomes. This was done by investigating the role of mentors’ learning goal orientation (LGO), their learning activity such as reflection, the perceived relationship quality in relation to the mentoring functions received by protégés, and the furtherance of their socialization in a formal mentoring relationship. Design/methodology/approach In total, 131 matched mentor-protégé dyads were recruited from three different organizations in Korea, for the final analysis. Structural equation modeling and Hayes's PROCESS macro were used to test the proposed model and the moderating effect of perceived relationship quality. Findings Results show that mentors’ LGO was positively related to their reflection. Additionally, mentors’ reflection was positively associated with mentoring functions received by protégés. Further, mentoring functions received by protégés were positively related to protégés’ socialization. In particular, mentors’ reflection mediates the relationship between mentors’ LGO and mentoring functions received by protégés. Moreover, perceived relationship quality moderates the relationship between mentors’ LGO and their reflection. Originality/value Even though mentoring research is well advanced, not many researches have yet investigated mentors’ LGO and their learning activity such as reflection, in relation to mentoring functions received by protégés and their socialization.
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Litvinenko, Inna, and Pavel Tukarev. "Social Partnership as a Tool to Improve the Competitiveness of High School Graduates with Disabilities in the Labor Market." Vestnik Volgogradskogo gosudarstvennogo universiteta. Serija 3. Ekonomika. Ekologija, no. 1 (March 2019): 75–82. http://dx.doi.org/10.15688/jvolsu3.2019.1.7.
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Purpose. This article is devoted to the issues of ensuring the competitiveness of persons with disabilities in the modern labor market. The aim is to develop an effective mechanism to promote employment of persons with disabilities on the basis of social partnership. In the course of the research, the authors analyzed the main problems arising in the process of employment of graduates with limited opportunities for health, identified the advantages of an inclusive educational model that allows, unlike the traditional approach, not only to provide comprehensive quality training in various professional fields, but also the accelerated integration of persons with disabilities into the labor sphere and public life, which is one of the most important criteria for the effectiveness of the educational process. Materials and methods. During the preparation of this article, the authors used scientific works that reveal the issues of employment of persons with disabilities, research experts in the field of inclusive education and improve the competitiveness of graduates with disabilities. The authors used the methods of scientific cognition, comparison, analysis, and system approach as the main research methods. Results. As the main results of the study, a structural and logical scheme of the Unified Federal Center for the promotion of employment of persons with disabilities in the territory of the Russian Federation was formed, using the advantages of social partnership. The scheme developed by the authors is a universal mechanism that promotes the activation of the process of socialization of this group of citizens and the intensification of the involvement of the human capital of persons with disabilities in the socio-economic processes of our country. Conclusion. The article outlines the possible ways to improve the effectiveness of social partnership as a system of institutions and mechanisms aimed at harmonizing the interests of the three main parties – the State, the employer and the employee interested in finding effective ways to attract persons with disabilities to the economy.
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Scott, Kristyn A., Samantha D. Montes, and P. Gregory Irving. "Examining the Impact of Socialization Through Trust." Journal of Personnel Psychology 11, no. 4 (January 2012): 191–98. http://dx.doi.org/10.1027/1866-5888/a000072.
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Past research on newcomer socialization practices has focused on how such practices influence employee attitudes through increased job knowledge and role clarity. However, to date, no research has examined organizational trust as a mechanism through which socialization influences employee attitudes. We suggest that socialization serves as a signal to new employees regarding the treatment they are likely to receive from the organization, thus leading to increased organizational trust and positive job attitudes. In this three-wave study, we examine the relations among institutionalized socialization, organizational trust, and job attitudes. Our results indicate that trust functions as a mediator between institutionalized socialization tactics and job satisfaction and affective commitment.
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Madlock, Paul E., and Rebecca M. Chory. "Socialization as a Predictor of Employee Outcomes." Communication Studies 65, no. 1 (December 17, 2013): 56–71. http://dx.doi.org/10.1080/10510974.2013.811429.
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Lee, Sun Kyong, Michael W. Kramer, and Yijia Guo. "Social media affordances in entry‐level employees’ socialization: employee agency in the management of their professional impressions and vulnerability during early stages of socialization." New Technology, Work and Employment 34, no. 3 (August 19, 2019): 244–61. http://dx.doi.org/10.1111/ntwe.12147.
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Tharenou, Phyllis, and Carol T. Kulik. "Skilled Migrants Employed in Developed, Mature Economies: From Newcomers to Organizational Insiders." Journal of Management 46, no. 6 (May 22, 2020): 1156–81. http://dx.doi.org/10.1177/0149206320921229.
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Migrants are a growing segment of the highly educated international workforce, and these skilled migrants (SMs) are critical to the growth of developed, mature economies. SMs frequently report negative workplace experiences antithetical to their integration, raising important questions about how organizations might help these host-country newcomers to transition to become organizational insiders. Our aim is to integrate a broad and multidisciplinary literature and identify opportunities where organizations and managers might intervene to enable a successful socialization process and improve SMs’ workplace experiences. We review the empirical research from 2000 to 2019 for SMs employed in developed, mature economies and focus on the SMs’ workplace experiences postorganizational entry. We employ a three-phase socialization model (anticipatory socialization, accommodation, and adaptation) as our organizing framework to identify SMs’ key challenges and outcomes, consider those challenges and outcomes through a socialization lens, and isolate the challenges and outcomes that characterize each transition point (from anticipatory socialization to accommodation and from accommodation to adaptation). We then use these distinguishing characteristics to recommend activities that organizations can implement at each transition to facilitate SMs’ socialization process. By leveraging the three-phase socialization model to align organizational activities with SMs’ workplace experiences, we extend the field’s understanding of SM socialization (in particular) and of the organizational socialization process (more generally).
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DeBode, Jason D., Kevin W. Mossholder, and Alan G. Walker. "Fulfilling employees’ psychological contracts: organizational socialization’s role." Leadership & Organization Development Journal 38, no. 1 (March 6, 2017): 42–55. http://dx.doi.org/10.1108/lodj-02-2015-0014.
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Purpose The purpose of this paper is to examine the mediating role of psychological contract fulfillment in the relationship between socialization tactics and attachment-related outcomes (i.e. organizational commitment and person-organization fit). Design/methodology/approach Data were obtained from online data collection services which allowed for a custom sample of new employees (n=326) from a variety of organizations and industries. Findings Psychological contract fulfillment partially mediated the relationship between one socialization tactic (i.e. social) and attachment-related outcomes. Post hoc analyses offered support for a hierarchy of socialization tactics with respect to prediction of organization-relevant outcomes. Research limitations/implications Researchers and practitioners have long believed socialization plays an important role in creating successful new employees. However, researchers have yet to adequately examine the mechanisms facilitating these relationships. This study advances the socialization literature by highlighting one such mechanism – psychological contract fulfillment. Originality/value This study seeks to explore the “black box” of socialization. Specifically, whereas prior work has suggested one tactic (i.e. social) may be more important than others, this is among the few studies exploring a potential hierarchy of socialization tactics. The authors then discuss the implications of this hierarchy for future research.
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Desselle, Shane P., Kimberly C. Mckeirnan, and Kenneth C. Hohmeier. "Pharmacists ascribing value of technician certification using an organizational behavior framework." American Journal of Health-System Pharmacy 77, no. 6 (January 22, 2020): 457–65. http://dx.doi.org/10.1093/ajhp/zxz342.
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Abstract Purpose To gather rich details about the value of technician certification from diverse groups of pharmacists of various practice settings and levels of experience. Methods Focus groups of pharmacists were conducted using a semistructured interview guide in 4 states (California, Idaho, Tennessee, and Washington) varying in pharmacy technician scope of practice, regulation, and education and/or training environment. Participant pharmacists came from health-system, clinic, and community pharmacy environments. The focus groups took the unique approach of an organizational behavior perspective to contextualize technician readiness for practice change and employer fit. The sessions were audio-recorded and transcribed verbatim. Rapid-based qualitative analysis was used to code the data, with summary templates completed by 2 of the researchers for each of the 4 sessions. Results There were a total of 33 focus group participants, including 13 male and 20 female pharmacists ranging in age from 27 to 68 years. The 4 major themes yielded by the data were (1) impact of certification, (2) context of certification, (3) organizational culture considerations, and (4) future credentialing. Certification was deemed to have a greater impact on technician maturation, professional socialization, and career commitment than on actual job skills, even while job knowledge was also deemed to be enhanced. In fact, the certification process was also deemed beneficial in that it meshes with on-the-job training. Participants indicated preferences for technician certification examinations to incorporate more content in “soft skills” and also for development of more specialty and/or differentiated certification products. Conclusion Pharmacists from 4 states saw value in certification but agreed that certification is but one component of readying technicians for future practice. Suggestions for furthering the value of certification were shared.
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Kim, Tae-Yeol, Daniel M. Cable, and Sang-Pyo Kim. "Socialization Tactics, Employee Proactivity, and Person-Organization Fit." Journal of Applied Psychology 90, no. 2 (2005): 232–41. http://dx.doi.org/10.1037/0021-9010.90.2.232.
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Carr, Jon C., Allison W. Pearson, Michael J. Vest, and Scott L. Boyar. "Prior Occupational Experience, Anticipatory Socialization, and Employee Retention." Journal of Management 32, no. 3 (June 2006): 343–59. http://dx.doi.org/10.1177/0149206305280749.
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Choi, Yongjun. "New Employee Socialization: The Roles of Social Networks." Academy of Management Proceedings 2014, no. 1 (January 2014): 12218. http://dx.doi.org/10.5465/ambpp.2014.12218abstract.
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Nishanthi, Hewawaduge Menaka, and Pavithra Kailasapathy. "Employee Commitment: The Role of Organizational Socialization and Protean Career Orientation." South Asian Journal of Human Resources Management 5, no. 1 (December 26, 2017): 1–27. http://dx.doi.org/10.1177/2322093717739729.
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The current study examines the impact of organizational socialization on employee commitment of executive employees in banking sector of Sri Lanka and the moderating role of protean career orientation. It is hypothesized based on affect theory of social exchange and social exchange theory that organizational socialization has a positive impact on employee’s affective, continuance and normative commitment forms. Further, it is suggested that these three direct relationships are moderated by the protean career orientation of the banking employees based on self-determination theory. These relationships are tested using data collected from a sample of 209 executive employees in the banking industry of Sri Lanka. Data were collected using questionnaire. Data were analysed using SPSS and AMOS. Results showed that there is a positive effect of organizational socialization on the three forms of commitment while no moderator effect of protean career orientation was identified on these direct relationships.
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Hartline, Michael D., James G. Maxham, and Daryl O. McKee. "Corridors of Influence in the Dissemination of Customer-Oriented Strategy to Customer Contact Service Employees." Journal of Marketing 64, no. 2 (April 2000): 35–50. http://dx.doi.org/10.1509/jmkg.64.2.35.18001.
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It is widely held that a customer-oriented firm is more likely to deliver exceptional service quality and create satisfied customers. However, little research has addressed the question of how the orientation can be disseminated among employees throughout the firm. This dissemination is especially important in service firms in which frontline, customer contact employees are responsible for translating a customer-oriented strategy into quality service. The authors propose a structural model that explains how service firms can disseminate their customer-oriented strategy by aligning the strategy with specific management- and employee-initiated control mechanisms (i.e., formalization, empowerment, behavior-based employee evaluation, and work group socialization) that lead to increased commitment and shared values on the part of customer contact employees. The findings indicate that there are three “corridors of influence” between customer-oriented strategy and shared employee values. The dominant corridor, which focuses on dual (management- and employee-initiated) control, emphasizes the importance of work group socialization and organizational commitment in the dissemination of customer-oriented strategy. A secondary corridor focuses on two management-initiated control mechanisms: formalization and behavior-based evaluation. The final corridor, which focuses on the empowerment of customer contact employees, has a more limited impact than originally hypothesized. The authors discuss implications for the implementation of customer-oriented strategy and the management of customer contact employees, along with several directions for further research.
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Singh, Sunil. "Socialization of New Employees in Indian IT Firms: Interplay of Organizational Socialization Efforts and New Employees Proactive Behavior." NHRD Network Journal 3, no. 3 (July 2010): 8–16. http://dx.doi.org/10.1177/0974173920100302.
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Odio, Michael A., Janelle Wells, and Shannon Kerwin. "Full-Time Student, Part-time Employee: Capturing the Effects of Socialization Influences On Affective Commitment for Student Employees." Event Management 18, no. 3 (October 7, 2014): 325–36. http://dx.doi.org/10.3727/152599514x13989500765844.
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Hu, Yu Chen. "Analysis of Organizational Socialization of the Front-Line Employee in Manufacturing Industry." Advanced Materials Research 187 (February 2011): 554–59. http://dx.doi.org/10.4028/www.scientific.net/amr.187.554.
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The thesis, by analyzing the front-line employees of manufacturing enterprises, tends to explore the influence of organizational socialization on employee’s turnover intention and job performance, and to find out the relationship between organizational socialization levels and their turnover intention and performance by exemplifying. We hope it not only can enrich the organizational socialization theory in China, but also provide reliable human resource management practices to labor-intensive manufacturing enterprises.
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Nazir, Nazir A. "Person-Culture Fit and Employee Commitment in Banks." Vikalpa: The Journal for Decision Makers 30, no. 3 (July 2005): 39–52. http://dx.doi.org/10.1177/0256090920050304.
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This paper makes an attempt to ascertain the relationship between socialization, person-culture fit, and employee commitment. In other words, it seeks to determine whether the organizations high on socialization scores will experience high value congruency⁄person-culture fit and also whether high value congruency leads to employee commitment. In the recent past, the concept of culture has gained wide acclaim as a subject of study and reflection. However, the parameters of culture are so intricate that they cannot be outlined or defined. While contemporary research fully endorses the view that culture is an internal variable and can be conceptualized in terms of widely shared and strongly held views, the researchers have not empirically investigated the relevance of social learning in permeating these values into the organizational members. This paper seeks to overcome this limitation and also deviates from the earlier research studies undertaken in this field in the Indian context by exploring whether the person-culture fit notion or the integration of organizational values and individual preferences for those values could predict employee commitment. This study was conducted on six banks including two public sector (banks 1 and 2), two private sector (banks 3 and 4), and two foreign banks (banks 5 and 6) located in Delhi. It used three wellestablished scales — organizational culture profile (OCP), organizational commitment scale (OCS), and socialization practices scale (SPS) — to collect data from two separate groups of respondents through convenience sampling procedure. The first group consisted of 135 newly recruited employees who were asked to complete the OCP indicating their individual preferences on the given 54 value items and OCS for ascertaining their commitment. The second group comprised of 69 senior employees of the banks studied. An overall profile of the culture of each bank was developed by averaging the individual responses of this group. These were then used to calculate the person-culture fit scores for the newly hired employees. The main findings of the study are as follows: Moderate to strong person-culture fit score was found in one private and two foreign banks and weak to moderate person-culture fit score was found in rest of the banks studied. Two foreign and one private bank scored high to moderate on socialization practices respectively. The other two public and one private bank scored low on this dimension. Banks high on value congruency and socialization scores showed significant correlation between person-culture fit and normative commitment. Banks low on value congruency and socialization practices exhibited insignificant correlation between person-culture fit and normative and instrumental commitment. On the whole, the study indicates the need for firms, especially public sector, service-oriented firms, to pay attention to socialization practices which would result in strong cultures and employee commitment.
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Sajjad, Muhammad, Ayesha Khadam, Bilal Tariq, Orangzab ., and Muhammad Irfan Chani. "Gender pay gap: A mediating agent of compassion, self-esteem, mindfulness, personal sense of uniqueness and racial socialization for psychological well being." Revista Amazonia Investiga 9, no. 28 (April 21, 2020): 166–75. http://dx.doi.org/10.34069/ai/2020.28.04.20.
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The study measures the impact of compassion on psychological well-being of employees in educational institute of the southern Punjab, Pakistan with mediating role of gender pay gap. The objective of this study is to find out the relationship of compassion, self-esteem, mindfulness, personal sense of uniqueness and racial socialization with psychological well-being of employee and to find indirect relationship using gender pay gap as mediator. A sample of 400 teachers was utilized to find out results of study through Likert scale. Structural Equation Modelling and Multiple Regression analysis have been applied using Smart PLS3. Results found that compassion, mindfulness and racial socialization have significant impact on psychological wellbeing of employee. Mediation effect of gender pay gap has been identified between compassion, self-esteem, personal sense of uniqueness and racial socialization with psychological well-being. This study contributes well to the existing literature by highlighting the influence of the relationship between gender pay gap and psychological wellbeing. According to the findings of this study, it is important to increase compassion, mindfulness, self-esteem, personal sense of uniqueness to improve the welfare of employees, enable them to better deal with gender pay gap and make them psychological well.
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LI, Chaoping, Qin SU, and Zhaoli SONG. "An Interactionlist and Dynamic Research on Employee Socialization Process." Advances in Psychological Science 22, no. 3 (2014): 409. http://dx.doi.org/10.3724/sp.j.1042.2014.00409.
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McMillan-Capehart, Amy, and Tara Burnthorne Lopez. "Reconciling Employee Dissimilarity And P-O Fit." Journal of Diversity Management (JDM) 2, no. 4 (October 1, 2007): 33–42. http://dx.doi.org/10.19030/jdm.v2i4.5021.
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Organizational diversity and person-organization fit have been found to have both positive and negative effects on organizational outcomes. These negative consequences of diversity are often attributed to a lack of fit between traditional employees and employees who differ based on observable or unobservable characteristics. The positive consequences of P-O fit are attributed to a lack of diversity within an organization. Thus, the question emerges: is it possible to have both a diverse workforce and one with high levels of P-O fit? If so, then perhaps it is possible to harness the positive outcomes of diversity and P-O fit and to minimize some of the negative consequences. We propose that the organizational climate and socialization tactics of the firm are a key factor in achieving balance between diversity and fit. We suggest that some organizational climates are better at embracing diversity than others and thus result in a higher level of P-O fit despite the degree of diversity among employees. In addition, we suggest that certain socialization tactics encourage inclusion and acceptance and thus result in a higher level of P-0 fit despite the number of dissimilar employees. Accordingly, we offer a framework in which organizational climate and socialization tactics moderate the relationship between employee dissimilarity and perceptions of P-O fit.
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W. Rayburn, Steven. "Improving service employee work affect: the transformative potential of work design." Journal of Services Marketing 28, no. 1 (February 4, 2014): 71–81. http://dx.doi.org/10.1108/jsm-02-2012-0042.
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Purpose – The purpose of this article is to employ Self-Determination Theory to explain the mediated impact of work design – empowerment and serial and investiture socialization – on employee work affect. The theory proposes fulfilment of three psychological needs – autonomy, competence, and relatedness – will mediate individuals' ability to achieve contextually relevant well-being. An empirical study tests this claim and exposes the structure of the mediating effects. Design/methodology/approach – Survey responses were collected from a sample of 239 front-line service employees using snowball data collection. SEM was used to test hypotheses. Findings – Findings suggest that empowerment and serial and investiture socialization are significantly differentially related to need fulfilment. Additionally, all forms of need fulfilment do not directly influence employee affect. Instead, there are both direct and interactive effects that work simultaneously to influence employees' positive work affect. Practical implications – This study exposes specific work design levers managers can manipulate to benefit employees. This research highlights the different effects of specific work design variables on employee work affect. Originality/value – This paper extends understanding of Self-Determination Theory by exposing the direct and interactive effects of need fulfilment on work affect for service workers. Also, it delivers a deeper exploration of the impact of work design on employees by modelling multiple work design variables as well as process variables simultaneously to provide a more detailed picture of how work design influences employee work affect.
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Ballard, Angela, and Laura Blessing. "Organizational Socialization through Employee Orientations at North Carolina State University Libraries." College & Research Libraries 67, no. 3 (May 1, 2006): 240–48. http://dx.doi.org/10.5860/crl.67.3.240.
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North Carolina State University Libraries has built a strong employee orientation program based on the belief that early socialization contributes to the success of new employees. Its orientation model includes a focused orientation session, a checklist, and individual meetings with key library faculty and staff. All aspects of the orientation focus heavily on socialization factors such as understanding the Libraries’ mission and values, meeting key people within the organization, and becoming acquainted with other new colleagues. This paper details the Libraries’ orientation approach and the research that supports it.
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LaPreze, Melody Waller. "Supervisors' Behavior during New Employees' Socialization: Scale Development." Psychological Reports 93, no. 2 (October 2003): 379–92. http://dx.doi.org/10.2466/pr0.2003.93.2.379.
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This study developed a 16-item scale to measure specifically the construct of Intended Socialization Behavior of the supervisor during new employees' socialization. Data were collected from 178 subjects representing six midwestern organizations. The organizations ranged in size from 100 to 1,001+ employees and represented multiple industries. The subjects included 74 subordinates (with less than 1 year tenure at the organizations) and 93 supervisors. Both the subordinate and the supervisor groups were predominantly male, and the subordinate group was primarily younger than the supervisor group.
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UPREZE, MELODY WALLER. "SUPERVISORS' BEHAVIOR DURING NEW EMPLOYEES' SOCIALIZATION: SCALE DEVELOPMENT." Psychological Reports 93, no. 6 (2003): 379. http://dx.doi.org/10.2466/pr0.93.6.379-392.
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Ratkovic-Njegovan, Biljana, and Branislava Kostic. "Impact of organizational socialization towards employees' social adaptation." Journal of Engineering Management and Competitiveness 4, no. 1 (2014): 34–40. http://dx.doi.org/10.5937/jemc1401034r.
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Benzinger, Diana. "Organizational socialization tactics and newcomer information seeking in the contingent workforce." Personnel Review 45, no. 4 (June 6, 2016): 743–63. http://dx.doi.org/10.1108/pr-06-2014-0131.
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Purpose – 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. Design/methodology/approach – The data of this study were collected from a German sample with 359 contingent and permanent new hires in skilled jobs. Findings – 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. Research limitations/implications – 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. Practical implications – 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. Social implications – A structured organizational entry of skilled temporary agency workers may represent a stepping stone for permanent employment due to improved work attitudes and behaviors. Originality/value – 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.
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Liu, Pingqing, Yang Chen, Xue Wang, and Chengping Hou. "Institutionalized socialization tactics as predictors of voice behavior among new employees." Social Behavior and Personality: an international journal 45, no. 10 (November 7, 2017): 1595–606. http://dx.doi.org/10.2224/sbp.6353.
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Organizations in the 21st century are growing increasingly reliant on innovative input from employees, and injecting fresh blood is a common way to increase creative ideas. One measure of successful socialization is the development of voice behavior among new employees. Institutionalized socialization tactics assist new employees, whose voice is insufficiently encouraged, in adjusting to their work environment. In this time-lagged quantitative field study with 221 new generation employees in Beijing, China, we explored institutionalized socialization tactics and their influence on voice behavior, and newcomer adjustment as a form of voice behavior mediation. Results showed that institutionalized socialization tactics were highly correlated with newcomer adjustment and voice behavior. Our results have practical implications for the development of newcomer adjustment.
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Cohen, Aaron, and Aya Veled‐Hecht. "The relationship between organizational socialization and commitment in the workplace among employees in long‐term nursing care facilities." Personnel Review 39, no. 5 (August 3, 2010): 537–56. http://dx.doi.org/10.1108/00483481011064136.
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PurposeThis paper seeks to examine the relationship between organizational socialization and commitment in the workplace (affective organizational commitment, occupational commitment, workgroup commitment, work involvement and job involvement). It also examines whether this relationship holds when organizational justice is included in the equation.Design/methodology/approachA total of 109 employees employed no longer than 3.5 years in long‐term nursing care facilities in Israel completed the questionnaire (a 70 per cent response rate).FindingsThe results showed that organizational socialization was related to all forms of commitment, particularly to organizational commitment, workgroup commitment and job involvement. The relationship held when organizational justice was added to the equations, particularly for the previously mentioned three commitment forms. The models explained a relatively large amount of the variance in commitment forms. The implications of the findings for future research on commitment and organizational socialization are discussed.Originality/valueWhile a number of studies have explored the relationship between socialization and commitment, very few studies have examined how socialization is related to more than one focus of commitment simultaneously. This paper aims to fill this gap.
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Tompunu, Claudia, Frisky Jeremy Kasingku, and Ika Prayanthi. "Do Professional Commitment and Anticipatory Socialization Affect The Intention To Do Whistleblowing?" International Research Journal of Business Studies 13, no. 3 (December 20, 2020): 241–48. http://dx.doi.org/10.21632/irjbs.13.3.241-248.
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The corruption in Indonesia is one of the biggest problems the government and the business must face. Employee in the entity may provide one of the solutions for this problem. They may do the whistleblowing when they know that there is violation in the entity. Professional commitment and anticipatory socialization are the factors to foster whistleblowing. This study aims to obtain empirical evidence regarding the impact of professional commitment and anticipatory socialization toward whistleblowing intention. 155 eligible accounting students are taken as subjects for this study. The questionnaire is disseminated electronically to the sample. As a result, professional commitment affects whistleblowing intentions of accounting students. Furthermore, male who profess professional commitment will likely do the action of whistleblowing compare to female. On the other hand, there is no statistical evidence found to prove that anticipatory socialization affects the intention to do whistleblowing. Consequently, the system of the company must facilitate the improvement of professional commitment so it may foster the intention of the employees to whistleblow. Therefore, manager should pay attention to degree of the professional commitment of the employees.
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O'Brien, Fabius P., and Donald A. Drost. "The Lead Man Concept: A Comprehensive Program For Effective Employee Socialization." Journal of Applied Business Research (JABR) 1, no. 1 (November 2, 2011): 57. http://dx.doi.org/10.19030/jabr.v1i1.6595.
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Gigol, Tomasz. "Gender Differences in Engagement in Unethical Pro-Organizational Behavior—Two Studies in Poland." Sustainability 13, no. 1 (December 23, 2020): 39. http://dx.doi.org/10.3390/su13010039.
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The objective of this article is to present the results of research on the differences in unethical pro-organizational behavior between men and women. Enterprises run the risk of loss of reputation as a result of unethical pro-organizational behavior on the part of their staff. Such behavior also stands in opposition to sustainable enterprise development. However, an employee who engages in this type of behavior may suffer guilt and embarrassment. In the long term, this hinders employee well-being. The correlation between engagement in unethical pro-organizational behavior and the respondents’ gender was examined in two empirical studies. The first one was carried out among full-time employees of companies operating in various sectors in Poland, who were extramural students (N = 786). The second study was conducted half among employees of three large holding companies and half among working students of postgraduate studies (N = 389). The t-Student test was employed in the study. Statistical analysis was performed with the use of the IBM SPSS Amos 25.0.0 software. The theoretical framework of gender socialization theory was employed. The main conclusion is that women are less inclined to display unethical behavior for the sake of an organization than men. This is the first—or one of the first articles—devoted to studying the correlations between unethical pro-organizational behavior and gender. The results of the study can be applied in practice as they support increased participation of women in management as well as in creation and implementation of ethical codes in organizations.
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윤필현 and JuheeHahn. "Organizational Socialization Program of New Employees Using Storytelling Technique." Review of Business History 25, no. 2 (June 2010): 249–71. http://dx.doi.org/10.22629/kabh.2010.25.2.008.
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Lutsenko, O. E. "MECHANISMS AND FACTORS OF PROFESSIONAL SOCIALIZATION OF MUNICIPAL EMPLOYEES." Historical and social-educational ideas 7, no. 7/2 (January 19, 2016): 134–38. http://dx.doi.org/10.17748/2075-9908-2015-7-7/2-134-138.
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Debode, Jason D., and Alan G. Walker. "Fulfilling employees’ psychological contracts: The role of organizational socialization." Academy of Management Proceedings 2013, no. 1 (January 2013): 16998. http://dx.doi.org/10.5465/ambpp.2013.16998abstract.
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Klein, Howard J., Beth Polin, and Kyra Leigh Sutton. "Specific Onboarding Practices for the Socialization of New Employees." International Journal of Selection and Assessment 23, no. 3 (August 20, 2015): 263–83. http://dx.doi.org/10.1111/ijsa.12113.
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Chang, Hyungbin, and Changsoo Kim. "The Effect of Organization Socialization Strategies on Organization Socialization and Organizational Effectiveness in Hotel Banquet Employees." Journal of Tourism Management Research 20, no. 3 (May 30, 2016): 171–97. http://dx.doi.org/10.18604/tmro.2016.20.3.9.
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