A new look at the psychological contract during organizational socialization: The role of newcomers' obligations at entry

Previous studies have demonstrated that the psychological contract is largely shaped during socialization. This study adopts a complementary perspective and analyzes how the psychological contract at the start of employment shapes the subsequent socialization process. Drawing upon social exchange theory, we propose that newcomers with a higher sense of their personal obligations at entry will perceive orientation training as more useful and develop better relationships with their supervisors and peers, which in turn will facilitate their work adjustment. Results of a longitudinal survey on a sample of 144 recruits from a European Army show that newcomers with a higher initial sense of their employee obligations toward their employer report higher perceived training utility, higher leader–member exchange (LMX) with their instructors, and higher team–member exchange (TMX) with their platoon peers. Moreover, perceived training utility and LMX predict the fulfillment of employers' obligations; and training utility predicts the level of newcomers' employee obligations. Finally, training utility, LMX, and TMX predict some of three indicators of newcomers' adjustment, namely, role clarity (training utility and LMX), group integration (TMX), and organizational values understanding (training utility). These results highlight how newcomers' obligations at the start of employment contribute to the social exchange dynamic underlying organizational socialization. Copyright © 2015 John Wiley & Sons, Ltd.     

The role of dispositions,entry stressors,and behavioral plasticity theory in predicting newcomers' adjustment to work

This longitudinal field study examined the combined effects of dispositions, entry stressors, and behavioral plasticity theory in predicting newcomers' adjustment to work after four and 10 months of organizational entry. Recent graduates completed a questionnaire prior to entry that measured two dispositions (negative affectivity and general self‐efficacy), and a questionnaire four months after entry that measured four entry stressors (role conflict, role ambiguity, role overload, and unmet expectations). Measures of work adjustment were taken after four and 10 months. Based on behavioral plasticity theory, it was expected that the effects of the entry stressors would be most negative for the adjustment of newcomers with low general self‐efficacy. Limited support was found for behavioral plasticity theory. Those interactions that were significant indicated that increasing levels of role conflict were associated with lower organizational commitment and identification for newcomers with low general self‐efficacy. The results also provided weak support for a dispositional theory of work adjustment. The dispositions only predicted three of seven adjustment variables at four and 10 months. However, the entry stressors significantly predicted all seven adjustment measures. The results are discussed in terms of the predominant role played by the organizational setting in predicting newcomers' adjustment to work. Copyright © 2000 John Wiley & Sons, Ltd.     

The dark side of socialization: How and when divestiture socialization undermines newcomer outcomes

This research examines the potential downsides of divestiture socialization. We theorize that supervisor behaviors and attitudes—that is, support for authenticity and creativity expectations—moderate the different stages of a model in which newcomers' authentic self‐expression mediates the negative effect of divestiture socialization on newcomer task performance, creativity, social integration, and job satisfaction. Specifically, supervisor support for authenticity allows newcomers to express their authentic self when faced with divestiture processes, and perceived supervisor creativity expectations enable them to deploy their authentic self‐expressions to enhance their creativity. A time‐lagged, multisource study of 142 newcomer—supervisor dyads provides support for these predictions, offering notable implications for theory and practice.     

Time‐based differences in the effects of positive and negative affectivity on perceived supervisor support and organizational commitment among newcomers

Building on the broaden‐and‐build theory and research on the negativity bias, this study examines how trait affectivity, as a stable predisposition predicting the pattern of emotional responding, shapes newcomers' perceptions of supervisor support and experience of organizational commitment. Using latent growth modeling and data collected at four points in time from newcomers (N = 158), we found the initial level of perceived supervisor support to mediate a negative relationship between negative affectivity and the level of commitment. Moreover, although newcomers experienced a general decrease in perceived supervisor support and a related decrease in commitment, those with high positive affectivity experienced a weaker decrease in perceived supervisor support, which led to a weaker decrease in commitment. Incidentally, positive affectivity was also positively related to the initial level of commitment. Two post hoc studies indicated that positive and negative affectivity exerted their effects controlling for state affect and replicated the relationship between change in perceived support and commitment. We discuss how these findings inform our understanding of trait affectivity's influence on newcomers' work attitudes.     

Moderating effects of self-efficacy for the relationship between training method and anxiety and stress reactions of newcomers

The purpose of this study was to examine the moderating effect of self-efficacy for the relationship between training method and newcomers' anxiety and stress reactions. The two methods of training examined were formal orientation and training and tutorial training. A sample of 198 newly-hired entry-level accountants completed a questionnaire following their first few weeks of entry. The results indicated that self-efficacy was negatively related to anxiety but not stress. However, a positive relationship between anxiety and stress suggested that self-efficacy was indirectly related to stress through its relationship with anxiety. Further, self-efficacy was found to moderate the relationship between training method and anxiety. Formal orientation and training was related to lower anxiety for newcomers with low technical self-efficacy. The opposite result was found for tutorial training. Tutorial training was related to higher anxiety for newcomers with low academic self-efficacy. The relationship between training and anxiety did not vary by training method for newcomers with high self-efficacy. The research and practical implications of a self-efficacy theory framework are discussed for the training, socialization, and adjustment of newcomers.     

Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees

Retention of new hires is a critical issue for organizations. We propose that relationships are important mechanisms through which socialization tactics influence commitment and turnover. The key theoretical mechanisms connecting socialization tactics to turnover in our model are the extent to which newcomers perceive their relationship with the organization as supportive, caring, and entailing positive social exchanges and the extent to which newcomers become embedded within the organization. We collected longitudinal data from over 500 employees over the first year of employment. Consistent with our hypotheses, socialization tactics influence perceived organizational support (POS) and job embeddedness, and POS and embeddedness both relate to organizational commitment and voluntary turnover. Results support POS and embeddedness as relational mechanisms that bind employees to the organization as a result of socialization tactics. Copyright © 2012 John Wiley & Sons, Ltd.     

Organizational socialization: A stress perspective

This paper examines socialization and adjustment processes of newcomers to organizations. While scholars in this area agree that the socialization process is a stressful event, few have empirically approached the process from this perspective. In addressing this problem, a theoretical synthesis of the literatures of organizational socialization and organizational stress is proposed. From this integration, a model is developed which facilitates an examination of the task, role, and interpersonal demands which individuals face in the stages of socialization and an analysis of the interrelationships of these demands and their effects upon individual and organizational outcomes of the socialization process. Finally, directions for future research are proposed for extending understanding of this crucial part of organizational entry.     

Synergy or substitution? The interactive effects of insiders' fairness and support and organizational socialization tactics on newcomer role clarity and social integration

Drawing on fairness heuristics theory (Lind, 2001) and cue consistency theory (Maheswaran & Chaiken, 1991; Slovic, 1966), we test a moderated mediation model that examines whether the institutionalization of organizational socialization tactics enhances or constrains the beneficial effects of supervisory and coworker‐referenced justice and support on newcomer role clarity and social integration. The findings of a three‐wave study of 219 French newcomers show that although institutionalized tactics strengthen the positive indirect effects of supervisory interpersonal and informational justice on role clarity, via perceived supervisor support, it also acts as a substitute that weakens the positive indirect effect of coworker‐referenced interpersonal justice on social integration, via perceived coworker support. Implications of the findings for socialization research and practice are discussed.     

An assessment of attraction toward affirmative action organizations: investigating the role of individual differences

Our study investigated applicant characteristics in response to organizations incorporating an affirmative action policy (AAP) statement in recruitment material. Study participants (N = 217; White upper‐level management students) randomly received recruitment material containing one of three statements (e.g., affirmative action, equal employment opportunity (EEO), or no statement regarding affirmative action or EEO) and were asked to evaluate the attractiveness of the organization publicizing the designated policy. Results indicated that individuals responded negatively to AAPs in recruitment material because of prejudice attitudes, the perceived unfairness of such programs (which we relate to equity sensitivity), or in an attempt to protect their own self‐interest (which we relate to general self‐efficacy). Additionally, individuals' equity sensitivity and general self‐efficacy both moderated the relationship between racial prejudice and organizational attractiveness. Specifically, the negative relationships between participants' prejudice attitudes and the attractiveness of organizations publicizing an affirmative action policy were stronger for benevolents (persons tolerant of situations where they are under‐rewarded) and for persons low in self‐efficacy. Implications of our findings for organizational recruitment practices are discussed. Copyright © 2006 John Wiley & Sons, Ltd.     

Job engagement,perceived organizational support,high‐performance human resource practices,and cultural value orientations: A cross‐level investigation

Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in‐role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work‐related outcomes are enhanced owing to high‐performance HR practices. Copyright © 2015 John Wiley & Sons, Ltd.     

Information,beliefs, and motivation: The antecedents to human resource attributions

Despite significant interest in the attributions employees make about their organization's human resource (HR) practices, there is little understanding of the antecedents of HR attributions. Drawing on attribution theory, we suggest that HR attributions are influenced by information (perceptions of distributive and procedural fairness), beliefs (organizational cynicism), and motivation (perceived relevance). We test a model through a two‐wave survey of 347 academic faculty in the United Kingdom, examining their attributions of the purpose of their institution's workload management framework. After two preliminary studies (an interview study and a cross‐sectional survey) to establish contextually relevant attributions, we find that fairness and cynicism are important for the formation of internal attributions of commitment but less so for cost‐saving or exploitation attributions. Fairness and cynicism also interact such that distributive fairness buffers the negative attributional effect of cynicism, and individuals are more likely to attribute fair procedures to external forces if they are cynical about their organization. This study furthers the application of attribution theory to the organizational domain while making significant contributions to our understanding of the HR‐performance process.     

Adjusting to new work teams: Testing work experience as a multidimensional resource for newcomers

The successful performance adjustment of team newcomers is an increasingly important consideration given the prevalence of job‐changing and the uncertainty associated with starting work in a new team setting. Consequently, using sensemaking and uncertainty reduction theories as a conceptual basis, the present study tested work experience as a potential resource for newcomer performance adjustment in teams. Specifically, we tested work experience as a multidimensional predictor of both initial newcomer performance and the rate of performance change after team entry. We tested hypotheses using longitudinal newcomer performance data in the context of professional basketball teams. Although the traditional quantitative indicators of the length and amount of work experience were not meaningfully associated with newcomer performance adjustment, their interaction was. In addition, the qualitative indicator of newcomers' past transition experience revealed a significant, positive association with the rate of newcomer performance improvement following team entry. These results suggest that work experience is a meaningful facilitator of newcomer adjustment in teams and emphasize the dual consideration of both quantitative and qualitative work experiences. The theoretical and practical implications of these findings are discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

Pre‐training perceived social self‐efficacy accentuates the effects of a cross‐cultural coping orientation program: Evidence from a longitudinal field experiment

Analyzing additional data from a longitudinal field experiment, the present research investigate whether pre‐training perceived social self‐efficacy (PSSE) may moderate cross‐cultural training effectiveness. On the basis of the interactionist perspective, we hypothesized that sojourners with high pre‐training PSSE would benefit more from a cross‐cultural coping orientation program, called “Realistic Orientation Program for Entry Stress” (ROPES), than sojourners with low pre‐training PSSE. As a result, the treatment effects (the ROPES program over the control program—a traditional cross‐cultural orientation program) would be more positive for high‐PSSE sojourners than for low‐PSSE sojourners. Seventy‐two incoming graduate students from East Asia entering a large US public university were randomly assigned to either a ROPES program or a control program, and were assessed pre‐entry and multiple times post‐entry. The results strongly supported our predictions, as the hypothesized PSSE × Treatment interactions were observed on a comprehensive set of training outcomes based on multisource data. Theoretical and practical implications were discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

An empirical analysis of surface acting in intra‐organizational relationships

Prior research analyzing surface acting—employees' regulation of emotional expressions—has mostly focused on the interactions between front‐line employees and their customers in service industries and paid very little attention to intra‐organizational relationships. With an aim to shed light on this important yet relatively unexplored area, I developed a theoretical model analyzing the antecedents and outcomes of surface acting within organizations, by drawing on the sociometer theory and self‐presentation theory frameworks. To test the model, I conducted a cross‐level field study in a sample of 65 work groups and 478 employees in two organizations, located in a large city in Northern California. I have collected the data from two sources, including employees and their supervisors who rated their performance. Results indicated that employees were more likely to engage in surface acting when their affective traits and personal goals were less congruent with work environment. Surface acting was also positively related to perceived organizational politics and self‐monitoring. As for outcomes, surface acting was positively related to emotional exhaustion and negatively to performance. I discuss limitations, implications, and future research direction. Copyright © 2012 John Wiley & Sons, Ltd.     

Overqualification and counterproductive work behaviors: Examining a moderated mediation model

The current study examined the effect of employees' perceived overqualification on counterproductive work behaviors (CWBs). Building on person–job fit theory and prior research on such organizational phenomena, we conceptualized overqualification as a type of poor person–job fit. Drawing on the dual‐process model, we further suggested that in processing their person–job misfit, overqualified employees might cognitively appraise themselves as less worthy organizational members and experientially feel angry toward the employment situation. We also suggested that to the extent that overqualified people are sensitive to justice, they may react more or less strongly to being overqualified. We tested our predictions using time‐lagged data from a sample of 224 workers and their supervisors employed in a large manufacturing company in China. Consistent with our theoretical framework, we found that organization‐based self‐esteem (OBSE) and anger toward employment situation mediated the positive relationships between perceived overqualification and both self‐rated and supervisor‐rated CWBs. In addition, justice sensitivity moderated the relationship between perceived overqualification and the mediators (i.e., OBSE and anger) and the indirect relationship between perceived overqualification and CWB. The theoretical and practical implications of these findings as well as future research directions are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

The influence of organizational democracy on employees' socio‐moral climate and prosocial behavioral orientations

This study investigates the effects of workers' perceived participation in democratic decision‐making on their prosocial behavioral orientations, democratic values, commitment to the firm, and perceptions of socio‐moral climate. The sample consists of 325 German‐speaking employees from 22 companies in Austria, North Italy, and Southern Germany that vary in their level of organizational democracy (social partnership enterprises, workers' co‐operatives, democratic reform enterprises, and employee‐owned self‐governed firms). The findings suggest that the extent employees participate in democratic forms of organizational decision‐making is positively related to the firm's socio‐moral climate as well as to their own organizational commitment and prosocial and community‐related behavioral orientations. The results also indicate that socio‐moral climate is positively related to employees' organizational commitment. The effect of participation in decision‐making on organizational commitment is partially mediated by socio‐moral climate. Implications for promoting societal and organizational civic virtues among individuals are described. Copyright © 2009 John Wiley & Sons, Ltd.     

Congruence work in stigmatized occupations: A managerial lens on employee fit with dirty work

Although research has established that it is often difficult for individuals engaged in dirty work to adjust to stigma and the attributes giving rise to stigma, little theory or empirical work addresses how managers may help workers adjust to dirty work. Interviews with managers across 18 dirty work occupations—physically tainted (e.g., animal control), socially tainted (e.g., corrections), and morally tainted (e.g., exotic entertainment)—indicate that managers engage in “congruence work”: behaviors, sensemaking, and sensegiving that they perceive as helping individuals adjust and develop a stronger sense of person–environment fit. Specifically, congruence work focuses on 3 phases of managerial practices that correspond to individuals' growing experience in the occupation. First, recruitment/selection involves overcoming individuals' aversion to dirty work by selecting individuals with an affinity for the work and providing a realistic stigma preview. Second, socialization involves helping newcomers adjust to distasteful tasks and to stigma by using targeted divestiture, developing perspective taking, helping newcomers manage external relationships, and utilizing desensitization or immersion. Third, ongoing management roles involve cementing individuals' fit by fostering social validation, protecting workers from dirty work hazards, and negotiating the frontstage/backstage boundary. The practices identified as congruence work highlight the important role that managers can play in facilitating adjustment for both “dirty workers” and presumably their less stigmatized counterparts.     

The impact of relative tenure on newcomer socialization dynamics

Although many researchers have examined the impact of organizational tenure on newcomer socialization dynamics, few have explored whether relative tenure influences perceptions and behaviors inside organizations. This study introduces the concept of relative tenure and shows through a sociometric survey of 200 employees across four organizations that an individual's relative position in his or her firm's tenure distribution explains a significantly greater percentage of variance in newcomer status, social network position, and information‐providing behavior than does absolute measures of tenure. The results suggest that organizational growth and turnover may have a bigger impact on newcomer socialization dynamics than has been discussed in the literature. The implications of the findings for socialization researchers and managers are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

A process perspective on psychological contract change: Making sense of,and repairing,psychological contract breach and violation through employee coping actions

Psychological contracts are dynamic, but few studies explore the processes driving change and how employees influence them. By adopting a process approach with a teleological change lens, and drawing upon the sensemaking and coping literatures, this study positions individuals as active and adaptive agents driving contract change. Employing a mixed methodology, with a four‐wave longitudinal survey (n = 107 graduate newcomers) and qualitative interviews (n = 26 graduate newcomers), the study focuses on unfolding events and develops an “adaptive remediation” process model aimed at unraveling contract dynamics. The model demonstrates how breach or violation events trigger sensemaking, resulting in initially negative employee reactions and a “withdrawal” of perceived contributions, before individuals exercise their agency and enact coping strategies to make sense of, and adapt and respond to, these discrepancies. A process of contract “repair” could then occur if the coping actions (termed “remediation effects”) were effective, with individuals returning to positive exchange perceptions. These actions either directly addressed the breach and repaired both it and the psychological contract (termed “remedies”) or involved cognitive reappraisal of the broader work environment and repaired the contract but not the breach (termed “buffers”). The results highlight the unfolding, processual nature of psychological contracting. Copyright © 2015 John Wiley & Sons, Ltd.     

Strategic alignment with organizational priorities and work engagement: A multi‐wave analysis

This study advances the limited research on work alignment and work engagement by investigating how perceived alignment of job tasks and organizational strategic priorities (strategic alignment) influences work engagement. Measures of job control and work social support were also included to enable comparisons between strategic alignment and other well‐established job resources. A total of 1011 employees of an Australian state police service responded to three electronic, self‐report surveys. A reciprocal model was assessed over three waves of data, with varying time lags: 18 (Time 1 to Time 2), 12 (Time 2 to Time 3), and 30 months (Time 1 to Time 3). Longitudinal, reciprocal relationships were observed for work engagement and job control, strategic alignment, and colleague support. Work engagement also predicted supervisor support over time (reverse effect). This study demonstrated that, in addition to job resources, perceived alignment of job tasks and organizational priorities plays an important role in maintaining high levels of work engagement over time. Copyright © 2013 John Wiley & Sons, Ltd.