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Examining Onboarding Experience through the Lens of New Employees’ Expectations after Covid-19: An Empirical Study
6 references·0 citing·27 second hop
Examining Onboarding Experience through the Lens of New Employees’ Expectations after Covid-19: An Empirical Study (2022)Examining Onboarding Experience through t…Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry (2021)Examining the relationship be…Understanding Generation Z expectations for effective onboarding (2020)Understanding Generation Z ex…Are You Ready for Gen Z in the Workplace? (2019)Are You Ready for Gen Z in th…A framework for understanding the role of unlearning in onboarding (2019)A framework for understanding…Researching onboarding best practice: Using research to connect onboarding processes with employee satisfaction (2006)Researching onboarding best p…NEWCOMER INFORMATION SEEKING: EXPLORING TYPES, MODES, SOURCES, AND OUTCOMES. (1993)NEWCOMER INFORMATION SEEKING:…An Analysis of Coping in a Middle-Aged Community Sample (1980)Significance tests and goodness of fit in the analysis of covariance structures. (1980)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Using Mentoring and Storytelling to Transfer Knowledge in the Workplace (2001)AN INVESTIGATION OF PERSONAL LEARNING IN MENTORING RELATIONSHIPS: CONTENT, ANTECEDENTS, AND CONSEQUENCES. (2002)Looking for Information: A Survey of Research on Information Seeking, Needs, and Behavior (2016)Toward a theory of organizational socialization (1977)CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT (2005)Knowledge Management (2005)Everyone is Invited: Leveraging Bystander Intervention and Ally Development to Cultivate Social Justice in the Workplace (2021)Not just for newcomers: Organizational socialization, employee adjustment and experience, and growth in organization‐based self‐esteem (2021)Unlearning in the workplace: Antecedents and outcomes (2021)A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information Systems1 (1999)Seeking Qualitative Rigor in Inductive Research (2012)Generation Z Within the Workforce and in the Workplace: A Bibliometric Analysis (2022)Willingness to pay more for green products: A critical challenge for Gen Z (2023)Firm Resources and Sustained Competitive Advantage (1991)Principles and Practice of Structural Equation Modeling (2012)Connecting the organizational incomes and outcomes: a systematic review of the relationship between talent management, employee engagement, and turnover intention (2024)Engagement and interaction in a culturally diverse higher education setting (2024)“From the football pitch to the boardroom”: a comparative analysis of talent coaching through neuroscience and its application in business leadership (2025)Synergy or substitution? The interactive effects of insiders' fairness and support and organizational socialization tactics on newcomer role clarity and social integration (2019)Digitalization and its Impact on the Future Role of SCM Executives in Talent Management – An International Cross‐Industry Delphi Study (2020)Digital onboarding and employee outcomes: empirical evidence from the UK (2022)Career aspirations of generation Z: a systematic literature review (2021)Here comes Generation Z: Millennials as managers (2021)Exploring ethical consumption of generation Z: theory of planned behaviour (2022)
this work references cited by second hop

References

  • 1993NEWCOMER INFORMATION SEEKING: EXPLORING TYPES, MODES, SOURCES, AND OUTCOMES.1,001 cited
  • 2019Are You Ready for Gen Z in the Workplace?613 cited
  • 2020Understanding Generation Z expectations for effective onboarding302 cited
  • 2006Researching onboarding best practice: Using research to connect onboarding processes with employee satisfaction82 cited
  • 2019A framework for understanding the role of unlearning in onboarding73 cited
  • 2021Examining the relationship between talent management and employee job‐related outcomes: The case of the Indian manufacturing industry33 cited

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