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Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees
Author(s) -
Allen David G.,
Shanock Linda Rhoades
Publication year - 2013
Publication title -
journal of organizational behavior
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.938
H-Index - 177
eISSN - 1099-1379
pISSN - 0894-3796
DOI - 10.1002/job.1805
Subject(s) - job embeddedness , socialization , embeddedness , organizational commitment , turnover , psychology , perceived organizational support , social psychology , public relations , business , management , sociology , political science , anthropology , economics
Summary Retention of new hires is a critical issue for organizations. We propose that relationships are important mechanisms through which socialization tactics influence commitment and turnover. The key theoretical mechanisms connecting socialization tactics to turnover in our model are the extent to which newcomers perceive their relationship with the organization as supportive, caring, and entailing positive social exchanges and the extent to which newcomers become embedded within the organization. We collected longitudinal data from over 500 employees over the first year of employment. Consistent with our hypotheses, socialization tactics influence perceived organizational support (POS) and job embeddedness, and POS and embeddedness both relate to organizational commitment and voluntary turnover. Results support POS and embeddedness as relational mechanisms that bind employees to the organization as a result of socialization tactics. Copyright © 2012 John Wiley & Sons, Ltd.