The effects of pre-entry experiences and socialization tactics on newcomer attitudes and turnover.

Abstract

Over two decades of research has indicated that initial experiences with an organization influence newcomers' work attitudes and behavior (Feldman, 1976; Saks and Ashforth, 1997). For example, pre-entry experiences during recruitment and selection process are considered to be part of anticipatory socialization phase. During this phase, initial views of organization are formed by newcomers that can have functional or dysfunctional consequences for their later attitudes and behaviors (Feldman, 1976; Fisher, 1986). Similarly, organizational socialization tactics applied in weeks following entry represent another set of meaningful experiences that can affect newcomers' work-related attitudes and behavior (Jones, 1986). To date, majority of empirical studies have examined pre-entry experiences or socialization tactics separately. Thus, joint effects of both on newcomer attitudes and behavior are unclear. One reason for separation was suggestion that effects of pre-entry experiences are unimportant because they are displaced by actual post-entry socialization experiences with job and organization (McEvoy and Gascio, 1985; Miceli, 1986; Reilly et al. 1981). Others counter this suggestion and argue that pre-entry experiences remain a strong influence on work attitudes and behaviors months or years after entry (Breaugh, 1983; Feldman, 1976; Mabey et al., 1996). Given high costs associated with recruiting and training new employees, managers and researchers alike have a pervasive interest in understanding all experiences associated with newcomers' work-related attitudes and behavior. As such, this study examines effects of pre-entry experiences, as well as post-entry socialization tactics, on newcomers' subsequent work attitudes and turnover. THEORETICAL MODEL AND HYPOTHESES Our proposed theoretical model is depicted in Figure I. Step 1 in model suggests that both pre-entry experiences and socialization tactics are positively associated with post-entry person-job and organization-based self-esteem (perceptions of worth). Job and worth are hypothesized to be positively associated with newcomer work attitudes (step 2), which in turn are negatively associated with newcomer turnover (step 3). Each step of model is explained in following sections. Step 1: Pre-entry Experiences and Socialization Tactics[rightarrow]Fit and Worth The two pre-entry experiences examined in this study include job choice experience and pre-entry perceptions of person-job fit. Job Choice Experience. The job choice experience is considered positive to extent that individual receives a number of job offers, believes that job market is attractive, and has a relatively easy time making job choice decision. As presented in Figure I, a positive job choice experience should be positively related to post-entry perceptions of person-job (P-J fit). P-J focuses on between individual's needs and job rewards available to meet those needs. As noted by Saks and Ashforth, the number of jobs available and number of offers received by applicants should be related to their perceptions of P-J fit. According to Breaugh (1983), perception of choice is an important condition for self-selection. Job seekers with more job opportunities can choose organizations that are a better (Cable and Judge, 1996; Chatman, 1991). Thus, to extent that one has more than one job offer and hence perception of choice, they will be more likely to choose a job that they perceive to be a good fit (1997:400). On other hand, if an applicant has a negative job choice experience, it may result in uncertainty about job and thus individual might perceive less post-entry job fit. Positive job choice experiences should also be positively related to feelings of worth. Worth was operationalized as organization-based self-esteem (OBSE), or individual's belief that s/he has worth specifically as an organizational member. …