The relationships among the socialization behaviors used by supervisors, socialization outcomes, organizational commitment, and work outcomes among newcomer employees in three large companies in Korea

Human Resource Development;Organizational Socialization;Supervisor Behavior;Socialization Outcomes;Organizational Commitment;Work Outcomes, ,

Lee, Andrew Sanghyun

关键词: Human Resource Development;    Organizational Socialization;    Supervisor Behavior;    Socialization Outcomes;    Organizational Commitment;    Work Outcomes, ,;   

Others  :  https://www.ideals.illinois.edu/bitstream/handle/2142/104742/LEE-DISSERTATION-2019.pdf?sequence=1&isAllowed=y

美国|英语

来源: The Illinois Digital Environment for Access to Learning and Scholarship

【 摘 要 】

Globalization increases the number of newcomers. It requires organizations to invest more time and resources to encourage newcomers’ proper work functionality within the organization. Newcomer organizational socialization (NOS) is the key process for integrating new employees into the social context of a workplace. It encourages new employees to be fully functional in the organization. Previous research suggests that the nature of interactions with supervisors, in particular, may determine the newcomer’s relative level of success or failure to become socialized in the organization. Relatively few studies, however, identify which supervisory behaviors in particular influence socialization integration success among newcomers.Previous research identified the existence of supervisory influence on NOS. A significant shortcoming among the research remains with regard to how supervisors express such influence. Relatedly, the purpose of this study aims to explore relationships among the socialization behaviors used by supervisors, socialization outcomes, organizational commitment, and work outcomes among newcomer employees in three large companies in Korea. The research was conducted primarily via a survey of newcomers, who entered three large enterprises within a year. Companies included Hyundai, Samsung, and LG in Korea. Collected data was analyzed using structural equation modeling, correlation analysis, and descriptive analysis. Data responded to five research questions. Results confirmed most of relationships proposed from the conceptual framework. An exception is the moderation effect of organizational commitment. Moreover, study results revealed a relationship between socialization behaviors used by supervisors and socialization outcomes, perceived by newcomer employees. Relations emerged between socialization outcomes and work outcomes, perceived by newcomer employees. Specifically, socialization outcomes fully mediated between socialization behaviors used by supervisors and work outcomes, perceived by newcomer employees. Notably, organizational commitment did not moderate the relationship between socialization outcomes and work outcomes, perceived by newcomer employees. Additionally, newcomer’s perceptions of the importance of supervisor’s socialization behaviors did not moderate the relationship between socialization behaviors used by supervisors and socialization outcomes, perceived by newcomer employees.Further, study results indicated that all types of supervisor’s socialization behaviors can positively impact newcomer’s work outcomes. Providing appropriate feedback was the most effective type of socialization behavior to enhance newcomer’s work outcomes. Supporting newcomer’s development was the next with few differences and improving social relationship was the third. In contrast, building consensus and monitoring newcomer’s work behaviors revealed fewer effective typology of socialization behaviors, compared to others.Results support conclusions that supervisor’s socialization behaviors can positively influence NOS. Thereby, new areas of development for supervisors can be proposed to improve NOS and, eventually, to improve newcomer’s work outcomes. If a development program could improve supervisor’s socialization behaviors, newcomer’s work outcomes would be increased. Further, developing supervisor’s ability to provide appropriate feedback, to support newcomer’s development, and to improve social relationship promise areas for developing organizational socialization programs for supervisors. Ultimately, this study offers implications for future research and conclusions on perspectives of organizational socialization and Human Resource Development (HRD).