The Role of Leader-Member and Social Network Relations in Newcomers' Role Performance.
The Role of Leader-Member and Social Network Relations in Newcomers' Role Performance.
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DOI：
10.1016/j.jvb.2013.01.002
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发表时间：
2013-04
影响因子：
11.1
通讯作者：
Markku Jokisaari
中科院分区：
文献类型：
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作者：
Markku Jokisaari
许多组织社会化的学者认为，组织中新人和更有经验的成员之间的互动是新人学习他们在组织中的角色的主要渠道。本研究探讨了新员工在进入组织过程中的领导-成员关系和社会网络关系与其角色绩效的关系。新员工的样本完成了问卷调查，其中包括社会网络（网络密度，强度的关系）和领导成员关系（LMX）的措施。主管对新人的工作表现、工作小组成员和组织成员的表现进行了评分。结果表明，新来者的社交网络结构（即，稀疏网络）与工作绩效相关，而他们的社交网络特征是与工作团队绩效相关的强联系。最后，研究结果显示新员工的领导-成员关系品质与其组织成员绩效有相关性。
Many scholars of organizational socialization have argued that the interaction between newcomers and more experienced members in an organization is the main channel through which newcomers can learn their roles in the organization. This study examined how the newcomers' leader–member and social network relationships related to their role performances during organizational entry. A sample of new employees completed questionnaires which included social network (network density, strength of ties) and leader–member relation (LMX) measures. The supervisors rated the newcomers' job performance, work group member, and organization member performances. The results showed that the structure of the newcomers' social networks (i.e., sparse networks) related to their job performance, and that their social networks that were characterized by strong ties related to their work-group performance. Finally, the results showed that the quality of the newcomers' leader–member relations related to their organization member performance.