A longitudinal investigation on the factors affecting newcomers' adjustment

Evidence from Japanese organizations

Norihiko Takeuchi, Tomokazu Takeuchi

Research output: Contribution to journalArticle

13 Citations (Scopus)

Abstract

Using the longitudinal survey data of newcomers working for Japanese firms, this study demonstrates that the socialization tactics used by Japanese firms were positively related to the degree of socialization of newcomers, which eventually correlated positively with the time-series differences in organizational commitment and achievement motivation from the first year (T1) to the second year (T2) of their organizational entry, and negatively with the longitudinal change in turnover intention from T1 to T2. In addition, the results show that the newcomers' attitudes toward their pre-entry job search efforts, as with their entry (T1), had a negative influence on the change in value commitment from T1 to T2, indicating that those who rated their past job search activities as successful tended, as of their entry into the organization, to diminish their level of acceptance of their organization's values over a year. Findings are used to discuss how firms can effectively manage their entry-level employees to facilitate their adjustment and retention.

Original languageEnglish
Pages (from-to)928-952
Number of pages25
JournalInternational Journal of Human Resource Management
Volume20
Issue number4
DOIs
Publication statusPublished - 2009
Externally publishedYes

Fingerprint

Time series
Personnel
Factors
Newcomers
Japanese firms
Job search
Socialization
Acceptance
Turnover intention
Achievement motivation
Socialization tactics
Organizational commitment
Employees
Survey data

Keywords

  • Japan
  • Longitudinal study
  • Organizational socialization tactics
  • Pre-entry job search experiences

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Organizational Behavior and Human Resource Management

Cite this

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