Abstract Organizational socialization is defined as a learning and adjustment process that enables an individual to assume an organizational role that fits both organizational and individual needs. It is a dynamic process that occurs when an individual assumes a new or changing role within an organization. A description of general socialization within the field of psychology is presented as a background for the study of organizational socialization. Four theories: uncertainty reduction theory, the need to belong, social exchange theory, and social identity theory are presented as theoretical foundations for organizational socialization. Against this background, the basic components of organizational socialization—its processes, content, and outcomes—are reviewed. Emphasis is given to organizational and individual tactics used to facilitate socialization, as well as to the specific content of what is learned. Finally, a blueprint for future research directions is presented to address current gaps in a general model of organizational socialization. In particular, a call for research to understand how organizations learn from the socialization process is presented to balance the study of work adjustment from individual and organizational perspectives.
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