Who are all these people? Longitudinal changes in now employee social networks within a state agency
By: Hatmaker, Deneen M.
Contributor(s): Park, Hyun Hee.
Material type:
ArticlePublisher: 2014Description: p.718-739.Subject(s): Organizations
In:
American Review of Public AdministrationSummary: Organizational socialization is the process by which newcomers adapt to their organization and learn how to become productive organizational members. Organizations employ tactics such as classroom training, mentoring, orientation sessions, and on-the-job training to assist new employees in their transition. At the same time, newcomers engage in their own proactive efforts to seek information and establish ties with experienced organizational members who have access to valued resources. While scholarship has noted the importance of both socialization and employee intraorganizational networks within public sector organizations, little research has focused on these areas. This article links the organizational socialization and social network frameworks by examining how the networks of new employees in a state agency change over time. Based on our findings, we offer implications for rewarding core advisors, mentoring programs, and fostering interactions between newcomers and experienced organizational members. - Reproduced.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
Articles
|
Indian Institute of Public Administration | Volume no: 44, Issue no: 6 | Available | AR107132 |
Organizational socialization is the process by which newcomers adapt to their organization and learn how to become productive organizational members. Organizations employ tactics such as classroom training, mentoring, orientation sessions, and on-the-job training to assist new employees in their transition. At the same time, newcomers engage in their own proactive efforts to seek information and establish ties with experienced organizational members who have access to valued resources. While scholarship has noted the importance of both socialization and employee intraorganizational networks within public sector organizations, little research has focused on these areas. This article links the organizational socialization and social network frameworks by examining how the networks of new employees in a state agency change over time. Based on our findings, we offer implications for rewarding core advisors, mentoring programs, and fostering interactions between newcomers and experienced organizational members. - Reproduced.
There are no comments for this item.