Organizational Socialization and Job Satisfaction
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Organizational Socialization and Job Satisfaction
Organizational socialization is defined as “the process through which a new employee learns to adapt to an organizational culture”. Cooper-Thomas and Anderson (2005) state organizational socialization refers to “the period of newcomer adjustment and learning to meet organizational standards and norms that follows selection and assessment. The transition from non-employee to employee at an organization is called the process of organizational socialization.
Organizational socialization can have a significant impact on job satisfaction. Jex and Britt (2008), believe ones attitude, motivation, and involvement in a position is a direct result of organizational socialization. Higher levels of job satisfaction, motivation, and involvement are noticed in employees who are successfully socialized in an organization. Lower levels of organizational socialization success can result in high employee turnover, poor attendance, low productivity, lack of motivation, and little to no involvement in the organization.
The human resource department contributes a great deal in the success or failure of a new employees social integration in the organization. This is most often through a comprehensive orientation for the new hire. The Society for Human Resource Management (2006) discovered that over 83% of companies provide a group or individual orientation. Six main topics should be addressed in the orientation: performance proficiency, people, politics, language, organizational goals and values, and history.
References
Cooper-Thomas, H. D., & Anderson, N. (2005). Organizational Socialization:A Field Study into Socialization Success and Rate. INTERNATIONAL JOURNAL OF SELECTION AND ASSESSMENT , 116-127.
Jex, S. M., & Britt, T. W. (2008). Attraction and Socialization. In S. M. Jex, & T. W. Britt, Organizational Psychology. A Scientist-Practitioner Approach, Second Edition (pp. 67-94). Hoboken: John Wiley & Sons.