Socialization and Newcomer Adjustment: The Role of Organizational Context

Research on how the context of work affects HRMpractices in general, and socialization practices inparticular, is relatively scarce. The present studyassesses a model linking context, socialization, and newcomer adjustment. Self-report data frombusiness school graduates after 4 months (N = 295) and10 months (N = 223) on the job revealed that mechanistic(vs. organic) structure, organization size, and jobs of high motivating potential were eachpositively associated with organizations' use of whatJones (1986) refers to as institutionalizedsocialization, and this form of socialization waspositively associated with newcomer adjustment. Contraryto expectations, neither a newcomer's bureaucraticorientation nor growth need strength moderated therelationship between socialization andadjustment.