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Socialization Tactics: Longitudinal Effects on Newcomer Adjustment

Blake E. Ashforth and Alan M. Saks
The Academy of Management Journal
Vol. 39, No. 1 (Feb., 1996), pp. 149-178
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/256634
Page Count: 30
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Socialization Tactics: Longitudinal Effects on Newcomer Adjustment
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Abstract

In this longitudinal field study, we used self-report data provided by business school graduates after four months and ten months on new jobs to assess (1) the effects of the six socialization tactics from Van Maanen and Schein's (1979) typology on newcomer adjustment and (2) refinements of existing measures of the investiture tactic and role innovation. Results indicate that the tactics, clustered into an institutionalized (vs. individualized) approach, were negatively related to attempted and actual role innovation, role ambiguity, role conflict, stress symptoms, and intentions to quit and positively related to job satisfaction, organizational commitment, and organizational identification. Self-appraised performance was associated with more individualized socialization.

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