Organizational Socialization and Positive

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Canadian Journal of Administrative Sciences Revue canadienne des sciences de l’administration 28: 14–26 (2011) Published online 7 September 2010 in Wiley Online Library (wileyonlinelibrary.com). DOI: 10.1002/CJAS.169

Organizational Socialization and Positive Organizational Behaviour: Implications for Theory, Research, and Practice Alan M. Saks*
University of Toronto

Jamie A. Gruman
University of Guelph

Abstract The purpose of this paper is to advocate a shift in research and practice on organizational socialization towards one based on positive organizational behaviour (POB). First, we demonstrate how the prevailing perspectives of organizational socialization are based on a cognitive-learning process that emphasizes information and knowledge acquisition. We then review the literature on POB and psychological capital (PsyCap) and argue that socialization processes should be designed to develop the PsyCap of newcomers. We offer a new approach to organizational socialization called socialization resources theory (SRT) and describe four broad socialization resources that can be used to develop newcomers’ self-efficacy, hope, optimism, and resilience. Finally, we discuss the implications of this approach for research and practice on organizational socialization. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd. JEL Classification: D23

Résumé Le but de cet article est de préconiser que l’on passe d’une recherche et d’une pratique axée sur la socialisation organisationnelle vers une recherche fondée sur le comportement organisationnel positif (POB). Nous commençons par montrer que les perspectives dominantes de socialisation organisationnelle sont fondées sur un processus d’apprentissage cognitif qui met l’accent sur l’information et l’acquisition des connaissances. Nous passons ensuite en revue les publications antérieures sur le POB et le capital psychologique (PsyCap) et soutenons que les processus de socialisation devraient être conçus pour développer le PsyCap des nouveaux venus. Nous proposons une nouvelle approche à la socialisation organisationnelle appelé la Théorie des ressources de socialisation (SRT) et décrivons quatre ressources de socialisation qui peuvent être utilisées pour cultiver l’auto-efficacité, l’espoir, l’optimisme et la résilience de nouveaux venus. Enfin nous discutons des implications de cette approche pour la recherche de socialisation et la pratique. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd. Mots-clés : socialisation, accueil et intégration, nouveaux employés, POB. Capital psychologique

Keywords: socialization, on-boarding, newcomer, POB, psychological capital

Organizational socialization “is the process by which an individual comes to appreciate the values, abilities, expected behaviors, and social knowledge essential for assuming an organizational role and for participating as an organizational member” (Louis, 1980, pp. 229–230). During the socialization process, newcomers acquire information and knowledge about their jobs, roles, work groups, *Please address correspondence to: Alan M. Saks, Centre for Industrial Relations and Human Resources, University of Toronto, 121 St. George Street, Toronto, Ontario, Canada M5S 2E8. Email: saks@utsc.utoronto.ca

and the organization that is necessary for them to participate and function as successful members of their organization (Haueter, Macan, & Winter, 2003; Morrison, 1993a). As described by Ashforth, Sluss, and Harrison (2007), socialization is important because it enables newcomers to discover what the organization is about, why it is important, and their place within in it; it facilitates work adjustment; and it can influence the long-term success and the career of newcomers. Organizational socialization is also one of the primary ways that an organization’s culture is transmitted

Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.

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Can J Adm Sci 28(1), 14–26 (2011)

ORGANIZATIONAL...
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