(How) Will I socialize you? The impact of supervisor initial evaluations and subsequent support on the socialization of temporary newcomers
This study proposes and tests a new theoretical model explaining whether, and how, supervisors socialize “temporary newcomers,” defined as new organizational members who join an organization on a temporary basis, with a potential, but uncertain, opportunity of receiving a long-term job offer in the f...
| Autores: | , , |
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| Tipo de recurso: | artículo |
| Fecha de publicación: | 2021 |
| País: | España |
| Institución: | Consejo Superior de Investigaciones Científicas (CSIC) |
| Repositorio: | Dadun. Depósito Académico Digital de la Universidad de Navarra |
| Idioma: | inglés |
| OAI Identifier: | oai:dadun.unav.edu:10171/118283 |
| Acceso en línea: | https://hdl.handle.net/10171/118283 |
| Access Level: | acceso abierto |
| Palabra clave: | Newcomer socialization Temporary newcomers Supervisor support Supervisor autonomy Supervisor evaluation Onboarding Proactive behavior |
| Sumario: | This study proposes and tests a new theoretical model explaining whether, and how, supervisors socialize “temporary newcomers,” defined as new organizational members who join an organization on a temporary basis, with a potential, but uncertain, opportunity of receiving a long-term job offer in the future. We suggest that under specific conditions, supervisors first evaluate temporary newcomers’ proactivity based on whether they positively stand out by proposing new feasible ideas and by promoting their achievements. On the basis of these initial evaluations, supervisors then decide whether to increase their support of newcomers’ creativity (using an investiture approach) or to intensify newcomers’ socialization by attempting to change their behavior (using a divestiture approach). When supervisors adopt an investiture approach, it positively influences temporary newcomers’ socialization adjustment outcomes, as indicated by increased newcomer job satisfaction, social integration, task performance, organizational and task socialization, challenge stress, and reduced hindrance stress. When supervisors instead adopt a divestiture approach, it has an opposite (thus negative) effect on the same socialization outcomes. We tested our theoretical model using a mix-method design, based on a three-wave longitudinal sample of 325 newcomer–supervisor dyads spanning a wide range of companies and industries, complemented with interviews of 41 supervisors. |
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