Making organizations more effective through organizational socialization

Alan M. Saks · Jamie A. Gruman

65 citations0/0 files storedJournal of Organizational Effectiveness People and Performance

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

Abstract

Purpose – The purpose of this paper is to consider the potential effects of organizational socialization on organizational-level outcomes and to demonstrate that organizational socialization is an important human resource (HR) practice that should be included in research on strategic human resource management (SHRM) and should be part of a high-performance work system (HPWS). Design/methodology/approach – This paper reviews the research on SHRM and applies SHRM theory and the ability-motivation-opportunity model to explain how organizational socialization can influence organizational outcomes. The implications of psychological resource theories for newcomer adjustment and socialization are described and socialization resources theory is used to explain how organizational socialization can influence different indicators of newcomer adjustment. Findings – An integration of SHRM theory and organizational socialization research indicates that organizational socialization can influence organizational outcomes (operational and financial) through newcomer adjustment (human capital, motivation, social capital, and psychological capital variables) and traditional socialization/HR outcomes such as job satisfaction, organizational commitment, job performance and reduced turnover. Practical implications – In this paper the authors describe the socialization resources that organizations can use to facilitate newcomer adjustment to achieve newcomer and organizational outcomes. Originality/value – This is one of the first papers to integrate the organizational socialization literature with SHRM theory and to explain how organizational socialization can influence organizational outcomes.

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References

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