Affiliation:
1. School of Management Shandong University Jinan China
2. Durham University Business School Durham UK
3. Leeds University Business School Leeds UK
4. School of Management Shenzhen University Shenzhen China
5. School of Psychological and Cognitive Sciences Peking University Beijing China
6. School of Physics & Electronics Science Shandong Normal University Jinan China
Abstract
AbstractIn this study, we aim to examine how socialization practices predict newcomers' career adaptability during their organizational transitions. Drawing on career construction theory and conservation of resources theory, we argue that newcomers' job embeddedness, as predicted by their perceived organizational socialization tactics, positively predicts their career adaptability during career transitions. We investigate the role of past transition experiences (i.e., career variety) in moderating the relationship between job embeddedness and career adaptability. Data were collected at three time points from 492 newcomers in an information technology company in China. The newcomers' perceived organizational socialization tactics (i.e., training, future prospects and coworker support) positively predicted their job embeddedness, which was positively associated with their career adaptability. Additionally, career variety weakened the positive effect of job embeddedness on career adaptability. Furthermore, career variety moderated the indirect effects of future prospects and coworker support on career adaptability via job embeddedness, but not that of training. We conclude the article with discussions of our theoretical and practical contributions.
Funder
Natural Science Foundation of Shandong Province
Subject
Organizational Behavior and Human Resource Management,Applied Psychology
Cited by
3 articles.
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