Getting on board: Organizational socialization and the contribution of social capital
Getting on board: Organizational socialization and the contribution of social capital
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DOI：
10.1177/0018726712461927
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发表时间：
2013-03
期刊：
影响因子：
5.7
通讯作者：
Russell Korte;Shumin Lin
中科院分区：
文献类型：
--
作者：
Russell Korte;Shumin Lin
当开始一份新工作时，新人努力学习他们工作的任务和期望，破译不成文的规则或文化规范，并成为组织的成员。关于组织中新人社会化的文献通常将成功与新人学习适应的能力联系起来。然而，最近的实证研究表明，同事和管理者分担成功社交的责任。本研究的目的是从社会资本的更广泛的角度来研究定向和社会化过程（也称为入职）。社会资本的概念一般描述了社交网络或群体成员所拥有的社会关系和网络纽带的价值和资源。通过对一家大型制造企业新聘工程师的深入访谈，新人们报告了他们如何了解并融入构成其工作场所的社交网络。总的来说，新员工与同事和经理之间的关系质量是社会化结果的主要驱动力。
When starting a new job, newcomers strive to learn the tasks and expectations of their work, decipher the unwritten rules or norms of the culture, and achieve membership in the organization. The literature on the socialization of newcomers in organizations typically links success to the ability of the newcomer to learn to fit in. Yet recent empirical studies identified coworkers and managers as sharing the responsibility for successful socialization. The purpose of this study was to investigate the orientation and socialization processes (also known as onboarding) from the broader perspective of social capital. The concept of social capital generally describes the value and resources of social relations and network ties afforded to members of social networks or groups. Through a set of in-depth interviews with newly hired engineers in a large manufacturing organization, newcomers reported how they learned about and integrated into the social networks that made up their workplace. Overall, it was the quality of the relationships newcomers formed with coworkers and managers that was the primary driver of socialization outcomes.