Role assimilation processes in a complex organization.

Abstract This study explored role assimilation processes by the use of repeated assessments of critical variables at several points in time during the first few months tenure of new employees. Participants were 62 new nonacademic employees in several administrative departments of a large university. Role-taking variables (role preferences, time and energy allocation, conflict, and ambiguity) were examined as well as more traditional success measures such as job performance ratings, satisfaction, and turnover. The study yielded benchmark data describing the assimilation process and discovered role orientation (the extent to which the new employee felt his job was relevant to his career) as an important variable in understanding the assimilation process.