Abstract
Extended abstract 1-INTRODUCTION The development of any society depends on both the performance of its organizations and individuals. When individuals join organizations, they must learn to understand and make sense of their new surroundings. organizational socialization is a process through which this ...
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Extended abstract 1-INTRODUCTION The development of any society depends on both the performance of its organizations and individuals. When individuals join organizations, they must learn to understand and make sense of their new surroundings. organizational socialization is a process through which this sense-making occurs and an employee learns the required knowledge, skills, attitudes, and behaviors to make a successful transition and adapt to the new job, role, or culture. socialization is one of the most important organizational processes that can minimize the shocks and tensions resulting from a contradiction between employees' expectations and job realities. it also reduces the amount of organizational financial losses and employees' demand for resignation. one of the main functions of organizations is making individuals sociable. 2-THEORETICAL FRAMEWORK Organizational researchers seek to study the significant impacts of the effective socialization process. in the literature on human resource management, there exist different theories that, in a general classification, can be divided into process and content theories. the problem cannot always be found in the network of causal relationships of theories. the existing theories are originated in other communities, especially western countries of different cultural elements. therefore, a new theory is needed for developing the organizational socialization model in the banking system of iran. in this regard, using the grounded theory, the focus of this study was on finding the existing elements and their relationships in Iran's banking system. 3- METHODOLOGY This research was a qualitative study accomplished by grounded theory. Needed data were collected by conducting in-depth interviews with human resource experts of the banking system located in Tehran. the sampling method was purposeful and the sampling procedure continued interview 19 to satisfy the theoretical saturation rule. 4-RESULT & DISCUSSION The banking system should emphasize the organizational socialization processes to enable the employees to learn and adapt. additionally, it should provide employees with the required information and resources in exchange for their response to environmental changes. according to the results of grounded theory, 49 concepts and 19 categories were extracted in the stage of open coding. the emerged categories are as follows: organizational socialization, socialized organizational structure, supportive senior managers, organizational commitment, social responsibility, human resources dynamism, the stability of the existing human resource system, lack of desire for socialization, organizational apathy, work context, organizational culture, designing human resource processes, designing evaluation system, designing resources allocation system, succession planning, value creation, human resource development, competitiveness, and socializing fundamental management. 5-CONCLUSION & SUGGESTIONS After developing the organizational socialization model for the banking system of Iran, the followings are suggested to enrich the existing socialization theories: to study the organizational socialization based on the current categorization dividing the banking system into public, private, semi-public, and semi-private; to conduct studies on components of organizational socialization comparing the public, private, semi-public, and semi-private banks; to study the intergenerational differences for organizational socialization in Iran's banking system; to conduct studies on organizational socialization components comparing the different internal and foreign organizations.
masood hakimi; Hamid Erfanian Khanzadeh; Masoud Taheri Lari
Abstract
1- INTRODUCTION
These Days, organizations are heavily looking for members who believe their organization is a good place to work and show their loyalty to it, and even identify their identities with the organization's identity. Thus, organizational identity is a tool for providing coherence within organizations, ...
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1- INTRODUCTION
These Days, organizations are heavily looking for members who believe their organization is a good place to work and show their loyalty to it, and even identify their identities with the organization's identity. Thus, organizational identity is a tool for providing coherence within organizations, and interest to it has recently grown in organizations. Lack of employees' belonging to organizations is very dangerous and it reduces their productivity, satisfaction and presence. Given the importance of employees’ understanding of organizational identity, it is needed to be determined that personal thinking and the type of individual perception of the environment are effective in understanding organizational identity and, on the other hand, organizational values should be clarified for employees to help them accept the company. Therefore, the purpose of this study is to investigate the role of mediating organizational socializations in the relationship between locus of control (internal - external) and organizational identity.
2- THEORETICAL FRAMEWORK
Scientists define organizational identity with the sense of employee belonging to the organization, which increases the effectiveness and improves organizational performance.
Rotter (1996) introduced the concept of locus of control based on social learning theory, which currently has one of the most popular studies in psychology. It means that people are controlling their living conditions or events beyond their control. Some schools regard individuals as absolute and some free absolutes, the viewpoint of Islam does not regard man as absolute, but absolute authority. A group that attributes success and failure to their own endeavors or abilities has an internal locus of control, and those who attribute success and failure to environmental external factors such as fortune or luck have an external locus of control. Organizational socialization is a process in which individuals acquire and align with the values, norms, behavioral patterns and regulations of the organization to play a role in the organization, which reduces ambiguity for them, and employees are aware of the expectations that the organization has from them, and give them a more secure feeling. Wen Lee (2013) and Buttgen, Schumann and Atus (2012) concluded that if people had belief in controlling their fate, they would better adapt to the organization's requirements and pursue the organization's socialization agenda with eagerness. In fact, employees with an internal control are more socialized. It is clear that employees who adhere to the organization's rules and adopt to the culture of the organization are more in line with their own goals and values. Wen Lee (2008) also found that employees who have internal control, that is, their own skills, are aligned with the organization's rules, values, and regulations, and can sometimes make changes in the organization and its values.
3- METHODOLOGY
This research is a kind of applied research, and in this research, out of 637 formal and pious employees of Ferdowsi University of Mashhad, 242 people were selected by random sampling as sample size.
Data were collected using three organizational identity questionnaire (Edwards & Peccei, 2007), Locus Control questionaire (Rotter, 1996), and socialization questionnaire (Taormina, 2004). The validity of the construct was confirmed using Confirmatory factor analysis, and the Cronbach's alpha coefficient of the questionnaire is 0.896 for organizational identity, 0.689 for internal control, 0.797 for external control, and 0.719 for socialization.
4- RESULTS & DISCUSSION
In order to analyze the collected data, a structural equation model was used to examine whether there is a simultaneous relationship between the research variables. According to the t-statistic obtained for the relationship between the internal locus control and socialization, which is 8.722, and the statistics for the relation socialization and Organizational identity is 9.505, The first hypothesis is confirmed, since both statistics are larger than 1.96. Also, according to t statistics, socialization can mediate the relationship between internal locus control and organizational identity. Since the t statistic is 0.305 in the path of external locus control and socialization, and is less than 1.96, it can be said that there is no significant relationship between the external locus control and socialization of the university staff, as well as between the external locus control and organizational identity of There is not a meaningful relationship between the mediation of organizational socialization, so the second hypothesis of the research is rejected.
5- CONCLUSIONS & SUGGESTIONS
The results of the first hypothesis showed that socialization mediates the relationship between internal control and organizational identity. In the findings of researchers such as Wen Lee (2013) and Buttgen et al. (2012), the relationship between internal control and socialization has been confirmed, which shows that employees who are trusted in their capabilities are more socialized. There is a meaningful relationship between organizational socialization and organizational identity, as well as the findings of Jianhua (2010), Hatch and Schultz (2002) Riketta (2005) Wen Lee (2013) and Hayashi (2013). That is, employees who are accustomed to the organization's customs and culture have a better alignment between their goals and their values and organization. Wen (2008) showed that employees with an internal locos of control, with precision and planning, can combine their identity with the organization's identity. Regarding the rejection of the second hypothesis, Wen Lee (2013), Buttgen et al. (2012) and Adams and Shea (1978) also reached to similar results, meaning that employees with external control do not see successes and failures as the product of their performance. Managers of of Ferdowsi University are suggested to engage employees in formal and informal sessions to address work issues as well as meeting them to improve organizational identity and strengthen their self-esteem. Since the perception of the future of the job among the staff of Ferdowsi University is low, it is better to give job independence and encourage creativity and innovation among employees so that their attitudes towards the prospects of a job become positive. Training can also be used to strengthen positive-thinking skills in order to shift the external locus of control to internal.
Morteza Moradi; sanaz rostaee
Abstract
The purpose of this study was to investigate the relationships among organizational socialization (OS), organizational citizenship behavior (OCB), and three other variables known as ethical climate (EC), organizational identification (OI) and organizational commitment (OC). Research population consisted ...
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The purpose of this study was to investigate the relationships among organizational socialization (OS), organizational citizenship behavior (OCB), and three other variables known as ethical climate (EC), organizational identification (OI) and organizational commitment (OC). Research population consisted of nearly750 employees at Imam Ali (AS) hospital in the city of Arak from which a sample of 315 was selected using simple random sampling plan. To collect research data, questionnaires were used. With the aim of Structural Equation Modeling (SEM), validity and reliability of the instrument were confirmed using construct validity and appropriate Cronbach’s Alpha, respectively. In order to test the hypothesis, LISREL software and Structural Equation Modeling were utilized. The findings indicated that; organizational socialization has a significant positive relationship with organizational citizenship, behavior ethical climate, organizational identification and organizational commitment. It was also revealed that, this positive relationship also exists between behavior ethical climate and three other variables namely; organizational identification, organizational commitment, and organizational citizenship behavior. Moreover, relationship between identification and commitment with organizational citizenship behavior was confirmed.
Ali Shaemi Barzoki; Jila Asghari
Abstract
Organizational socialization plays a crucial role in the early stages of employment for newcomer. It has been found that socialization reduces the negative effects of unmet expectations on overall organizational effectiveness, including employee commitment – an issue that has become a new challenge ...
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Organizational socialization plays a crucial role in the early stages of employment for newcomer. It has been found that socialization reduces the negative effects of unmet expectations on overall organizational effectiveness, including employee commitment – an issue that has become a new challenge for many companies. The purpose of this research is to study the relationship between the organizational socialization and the organizational commitment at Kurdistan province Gas Company. A sample of 190 was randomly selected from employees of the gas company. Two sets of questionnaires based on Jones organizational socialization and Allen & Meyer organization commitment models were used for the purpose of data collection. The questionnaires’ validity was determined based on the viewpoints of organizational behavior and human resource management experts, and the reliability of both questionnaires was estimated through Cronbach’s alpha coefficient that accounted for /85 and. /82 respectively. The results showed that organizational socialization was significantly and directly related to organizational commitment. The Regression analysis also indicates that fixed and investiture tactics appear to be appropriate predictors for organizational commitment