Suchergebnisse

Kristof noted that employees recruited through special programs have a higher P-O fit than those recruited through general approaches. However, the study of Saks and Ashforth found that employees recruited by informal methods have a poorer person-organization fit (P-O fit). The essence of special and informal recruitment methods should be similar, but the employee referrals (ER) program is an informal recruitment method frequently adopted by businesses. What, then, is the P-O fit of employees that are recruited through ER? This study discovered that the work-related information provided at the time of making the referral easily causes a substantial perceptual gap in employees, leading to a poor P-O fit. As those that make referrals are not professional recruiters, they may not provide the essential information relevant to the firm's recruitment. Consequently, the job applicant would likely form a mistaken perception and join the firm under erroneous expectation, resulting in poor P-O fit after entering the company.

Previous research predominantly used the conservation of resources (COR) model (Schaufeli & Enzmann, 1998) and the job demands-resources (JD-R) model (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) to explain burnout. In this study, organizational socialization was examined
as a factor to explain and more completely understand burnout. Results from a sample of 397 employees in people-oriented professions and organizations in Taiwan revealed that organizational socialization was significantly related to all three components of burnout: emotional exhaustion, depersonalization,
and reduced personal accomplishment. The strength of the prediction was particularly apparent on the dimension of reduced personal accomplishment. The use of organizational socialization as an effective predictor of burnout is a significant departure from previous research.

In an extension of knowledge on organizational socialization from a job perspective, the purpose of this study was to examine the effects of job standardization on newcomer socialization. Questionnaires were completed by 205 newly hired nurses in 10 public hospitals, and hierarchical regression was utilized to analyze the data. The results indicated a positive correlation between a high degree of job standardization and task mastery, role clarity, acculturation and social integration. These findings suggest that a high degree of job standardization can facilitate quickly and efficiently the socialization process for new employees, it is recommended that organizations should establish a mechanism of "learning by doing" in bringing their newcomer up to speed.

AbstractJob standardization is widely used to ensure uniform, efficient, and effective production and resultant organizational performance. However, phenomena suggests that employees with high job standardization seem to have a negative relationship with their supervisors. Using job demands–resources theory as an underlying explanation, this study proposes that job standardization enhances a negative supervisor–subordinate relationship characterized by abusive supervision. Three‐wave panel and two‐source survey data were collected from 255 employees and their supervisors. Empirical results indicated job standardization enhanced abusive supervision partially through the decreased appraisal respect of subordinates for supervisors and that of supervisors for subordinates. The results indicate a dilemma in employing the job design of standardization: on the one hand, it facilitates managerial effectiveness; on the other hand, it can decrease that effectiveness by deteriorating the supervisor–subordinate relationship. This study extends and shifts the understanding of the consequences of job standardization from the employee perspective to the managerial perspective.