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Specific Onboarding Practices for the Socialization of New Employees

Specific Onboarding Practices for the Socialization of New Employees Onboarding is frequently used by organizations to help socialize newcomers, but little research has focused on the specific onboarding practices organizations use or the effectiveness of those practices in facilitating newcomer adjustment. To begin addressing this gap, this study explores specific onboarding practices and evaluates the Inform‐Welcome‐Guide framework of onboarding practices. Data are presented from representatives of 10 organizations regarding what onboarding practices they offer and how those practices are offered. Three hundred seventy‐three new employees from those same 10 organizations also shared their perceptions of the practices they experienced, when those practices were experienced, and the perceived helpfulness of those practices. Lastly, the extent to which new employees were socialization was assessed. Several research questions and hypotheses among these variables were examined, and most of the hypotheses supported. Implications of these findings for future research and practice are discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Selection and Assessment Wiley

Specific Onboarding Practices for the Socialization of New Employees

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Publisher
Wiley
Copyright
© 2015 John Wiley & Sons Ltd
ISSN
0965-075X
eISSN
1468-2389
DOI
10.1111/ijsa.12113
Publisher site
See Article on Publisher Site

Abstract

Onboarding is frequently used by organizations to help socialize newcomers, but little research has focused on the specific onboarding practices organizations use or the effectiveness of those practices in facilitating newcomer adjustment. To begin addressing this gap, this study explores specific onboarding practices and evaluates the Inform‐Welcome‐Guide framework of onboarding practices. Data are presented from representatives of 10 organizations regarding what onboarding practices they offer and how those practices are offered. Three hundred seventy‐three new employees from those same 10 organizations also shared their perceptions of the practices they experienced, when those practices were experienced, and the perceived helpfulness of those practices. Lastly, the extent to which new employees were socialization was assessed. Several research questions and hypotheses among these variables were examined, and most of the hypotheses supported. Implications of these findings for future research and practice are discussed.

Journal

International Journal of Selection and AssessmentWiley

Published: Sep 1, 2015

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