Research Critique Paper
Research Critique
Support, Undermining, and Newcomer Socialization:
Fitting In During the First 90 Days
To: Dr. Mary Jo Ducharme
Student: Daryn Dyer 212886263
Course: Research Methods GS/HRM6600
Due: November 1st, 2013
Organizational socialization refers to the process by which newcomers make the transition from being outsiders to organizational insiders. An interactionist perspective to both newcomer and organizational influences on the adjustment process (Bauer, Bodner, Erdogan, Truxillo & Tucker, 2007 p.707). The objective of this study is to determine, “how the relationships between supervisor and coworkers support or undermining behaviours, positive hedonic tone and proactive socialization, …show more content…
impact new employee adjustment outcomes” (Kammeyer-Mueller, Wanberg, Rubenstein & Song, 2013 p.1104). The conceptual model used in this study comprises the independent variables of social support, undermining behaviours, positive hedonic tone and proactive socialization. Social support or undermining behaviours identify levels of positive or negative socialization toward newcomers by supervisors and coworkers. Positive hedonic tone encompasses positive feelings and reactions expressed by new employees as a result of their socialization experience (Kammeyer-Mueller, Rubenstein & Song, 2013 p.1111). Additionally, the proactive socialization variable is used to gauge the success or hindrance through newcomer’s efforts to actively socialize within their new organizational environment (Kammeyer-Mueller, et al. 2013 p.1111).
Dependant variables consist of work proactivity, social integration and organizational commitment or withdrawal behaviours. As indicated in the study, work proactivity identifies whether employees attempt to improve upon how tasks or team work is competed; social integration looks at the level of perceived acceptance of newcomers by coworkers and supervisors (p.1112). Whereas, organizational commitment or withdrawal behaviours engender the extent to which employees feel accepted or rejected (p.1112). Finally the control variable, neuroticism, is the variable used to isolate personal-perceptual-dispositions on the part of employees-usually negative, such as feelings of anxiety (p.1112). It should also be noted that: the author’s hypothesize that positive hedonic tone is the moderator between the newcomer and support or undermining behaviours express by co-workers and supervisors (p.1110).
Kammeyer-Mueller, Rubenstein and Song utilizing a longitudinal research design, conduct the study within the context of the first 90 to 100 days of employment where previous studies have hinted that support or undermining behaviours to have the most significant relationships with work outcomes (p.1111). This research critique will examine the strengths and limitations of the study; concentrating on the impact of the contribution, discuss personal incites and review methodology and data results.
Impact of Practical and Theoretical Contribution
The author’s open the study citing that a gap in research exists in the area of newcomer socialization from the perspective of the newcomer (Kammeyer-Mueller, Wanberg Rubenstein & Song, 2013 p.1104). Further, the study notes that current meta-analytical reviews “only include newcomer information seeking and organizational tactics” (p.1104). As will be mentioned several factors make this study uniquely different from other newcomer socialization studies; the most notable being the first 90 days of the onboarding process, an employee focus and the conceptual design which incorporates variables unexplored or employed differently in other literary reviews. This focus introduced by Kammeyer-Mueller, Wanberg, Rubenstein and Song could provide important incites regarding the socialization process and become a pertinent contribution, if their hypotheses are found to be correct.
Newcomer socialization continues to be an important component in the field of human resources management and organizational studies from a practical perspective. Thus, if the author’s hypotheses bear fruit in terms of adding to existing empirical enquiry on the topic generally, the study’s impact could potentially play a role in improving the onboarding process by encouraging more effective and consistent methods of socializing new employees. Possible benefits would not be limited to, but could include: reduced turnover, improved work environments, increased job satisfaction and reduced costs (Schwind, Das & Wagar, 2007, p.298).
As a theoretical contribution, the findings complement existing empirical studies insofar as the research design and conceptual framework which, focuses on the newcomer’s interactions with the dependant and independent variables.
In particular the significant influence that support and undermining behaviours play during the socialization process with hedonic tone acting as a mediator between the newcomer and support or undermining influences (Kammeyer-Mueller et al. 2013 p.1110). In addition, the use of longitudinal surveys during the first 90 days, yielded a respectable response rate of 28.1% and, 97% for the ongoing study (Kammeyer-Mueller et al. 2013 p.1110). The participating researcher’s acknowledgement of notable points of interest, based on analysis of the data and limitations derived from the results will add applicable knowledge to future studies on the topic. Note: limitations will be reviewed in the method section of this …show more content…
critique.
Literature Review and Formulation of Hypothesis Newcomer socialization is examined from several angles across much of the literature available on the subject. For instance, newcomer socialization and age, newcomer socialization and organizational tactics, newcomer socialization and performance, newcomer socialization and information seeking. The general relationship between similar literatures on the topic has been to establish what a newcomer does during initial socialization and how the organization should facilitate their efficient incorporation. While these particular concepts have their place with regards to the subject, it is arguable that Kammeyer-Mueller et al. (2013) have made a strong effort to develop new conceptual or hypothetical approaches to enhance the value of existing research. Kammeyer-Mueller et al. (2013) posit that:
1. Initial levels of supervisor – co-worker support are positively related to initial levels of newcomer hedonic tone.
2. There is a positive relationship between trends in supervisor – coworkers support and newcomer hedonic tone over a newcomer’s first 90 days of employment
3. Initial levels of supervisor – co-worker support are negatively related to initial levels of newcomer hedonic tone
4. There is a negative relationship between trends in supervisor and co-worker undermining and trends in newcomer hedonic tone over a newcomer’s first 90 days of employment
5. Initial levels of supervisor – coworkers support are positively related to initial levels of newcomer proactive socialization behaviours
6. There will be a positive relationship between trends in newcomer proactive socialization behaviour over a newcomer’s first 90 days of employment
7. Initial levels of supervisor and co-worker undermining are negatively related to initial levels of newcomer proactive socialization behaviours.
If proven correct and the relationships exist as hypothesized by Kammeyer-Mueller et al. (2013), our understanding of onboarding will improve significantly leading to improved practices and perhaps a change in the way organizations initiate newcomer respectively. As mentioned previously, the author’s arguments that a gap in research exists in this area of organizational behaviour.
There are obvious challenges in creating something that may or may not exist. For instance, the exploration between the relationships of 9 distinct yet interconnected variables opens the door to such issues as type I and type II errors as well as questions of external validity (Saks, 2009, p.38-45). Two particular variables of concern include positive hedonic tone and neuroticism which the authors may have employed based on perceptions of relevance. Having said that, their conceptual model is sound, the research design and hypotheses (which will be examined in the next section) have been well developed and identification and explanation of each variable is explained in
detail.
Method
Research Design & Sample The study utilizes a longitudinal design which is appropriate given the objective of measuring changes in behaviour over a 90 day period (Saks, 2007 p.55). The only concern with the longitudinal approach is that this particular study depends on a causal relationship between dependent and independent variables (Saks, 2007 p.55). A cross-sectional analysis could be concurrently applied to clarify relationships between dependant and independent variables at set points during the study.
Initially 906 surveys were emailed to 906 new hires at a major American university, 316 were completed and returned (34.9% initial response) (Kammeyer-Mueller et al. 2013 p.1111). Surveys were screened to ensure the focus was placed on full-time employees who had regular contact with their supervisors and co-workers and each employ was monitored based on their employment starting date (p.1111). Over the 90 day period, 11 of 14 surveys were to be completed within a given time frame. At the end of the 90 day period the final respondent rate was a respectable 28.1% with a 97% retention rate (p.1111). Reasons for the decreases in respondents was explained as part of the screening process, for instance, surveys were not completed on time or the employment cut-off of 30 hours was not met (p.1111).
While the explanations sounds neat and tidy, issues of external validity may have seeped in due to the reduced number of respondents and weakened sampling-power (Saks, 2007 p.56). An extreme example that could skew results generally might include large loss of one group of candidates. Another consideration might be socially desirable responses if employer emails (in some departments) operate on a public network, although this is rarely an issue in recent times (Saks, 2007 p.43-46)
Measures
Independent variables including, social support and undermining behaviours were measures by surveying for engaging behaviours. For instance, “were you provided with encouragement” or “(they) listened and helped you sort things out” (Kammeyer-Mueller et al. 2013 p.1111). Hedonic tone was measured using a well research scale; it measures four positive and four negative adjectives. Proactive socialization was measured using information and feedback seeking questions, for instance, “To what extent have you sought feedback on your performance after assignments?” or “To what extent have you tried to spend as much time as you could with your boss?” (p.1112).
Dependant variables were measured using a scale between 1 “strongly disagree”, 5 “Strongly agree”. (p.1112) Including, work proactivity were measured by such survey questions as: “(have you) initiated better ways of increasing efficiency…”; social integration example questions: “My coworkers seem to accept me.”; Organizational commitment questions, “I find my values and this organizations values are very similar” (p.1112). Finally, the control variable, neuroticism used the same weight scale as the dependent variables. Respondents indicated the degree to which they, “worried about things”. (p.1112) As per the survey questions, the study does explain that content had been developed by outside sources, and I assume tested for validity, reliability and error concerns prior to application. Nonetheless, due to the fact that this particular research project is measuring new relationships raises the question: “Are these survey questions measuring what we need them to measure?” (Saks, 2007 p.38).
Results & Final Comments As hypothesised, the relationships between supervisor – co-worker support or undermining behaviours do have the positive and negative correlations. This is arguably the most important result as it establishes a new path that should investigated further. Other variables also correlated as hypothesised by Kammeyer-Mueller et al. (2013). This study is not without its problems but it does establish that the first 90 days of employment is where mutual perceptions are formed vis-à-vis the organization and the newcomer. Future studies should cite this study based on these important findings.
References
Bauer, Talya, Todd Bodner, and Tucker Jen. "Newcomer Adjustments During Organizational Socialization: A Meta-Analytical Review of Antecedents, Outcomes, and Methods." Journal of Applied Psychology. 92.3 (2007): 707-721. Print.
Haueter, Jill, Therese Macan, and Joel Winter. "Measurement of Neewcomer Socialization: Construct Validation of a Multidimensional Scale." Journal of Vocational Behaviour. 63. (2003): 20-39. Print.
Hermann, Schwind, Hari Das, and Terry Wagar. Canadian Human Resource Management: A Strategic Approach. 8. Toronto: McGraw-Hill Ryerson, 2007. Print.
Kammeyer-Mueller, John, Connie Wangberg, Alex Rubenstein, and Zhaoli Song. "Support, Undermining, and Newcomer Socialization: Fitting In During The First 90 Days." Academy of Management Journal. 56.4 (2013): 1104-1124. Print.
Saks, Alan. Research Measurement and Evaluation of Human Resources. Toronto: Nelson, 2009. Print.
Smith, Laura, Catherine Amiot, Joanne Smith, Victor Callan, and Deborah Terry. "The Social Validation and Coping Model of Organizational Identity Development: A Longitudinal Test." Journal of Management. 39.7 (2013): 1952-1978. Print.
Support, Undermining, and Newcomer Socialization:
Fitting In During the First 90 Days
To: Dr. Mary Jo Ducharme
Student: Daryn Dyer 212886263
Course: Research Methods GS/HRM6600
Due: November 1st, 2013
Organizational socialization refers to the process by which newcomers make the transition from being outsiders to organizational insiders. An interactionist perspective to both newcomer and organizational influences on the adjustment process (Bauer, Bodner, Erdogan, Truxillo & Tucker, 2007 p.707). The objective of this study is to determine, “how the relationships between supervisor and coworkers support or undermining behaviours, positive hedonic tone and proactive socialization, …show more content…
impact new employee adjustment outcomes” (Kammeyer-Mueller, Wanberg, Rubenstein & Song, 2013 p.1104). The conceptual model used in this study comprises the independent variables of social support, undermining behaviours, positive hedonic tone and proactive socialization. Social support or undermining behaviours identify levels of positive or negative socialization toward newcomers by supervisors and coworkers. Positive hedonic tone encompasses positive feelings and reactions expressed by new employees as a result of their socialization experience (Kammeyer-Mueller, Rubenstein & Song, 2013 p.1111). Additionally, the proactive socialization variable is used to gauge the success or hindrance through newcomer’s efforts to actively socialize within their new organizational environment (Kammeyer-Mueller, et al. 2013 p.1111).
Dependant variables consist of work proactivity, social integration and organizational commitment or withdrawal behaviours. As indicated in the study, work proactivity identifies whether employees attempt to improve upon how tasks or team work is competed; social integration looks at the level of perceived acceptance of newcomers by coworkers and supervisors (p.1112). Whereas, organizational commitment or withdrawal behaviours engender the extent to which employees feel accepted or rejected (p.1112). Finally the control variable, neuroticism, is the variable used to isolate personal-perceptual-dispositions on the part of employees-usually negative, such as feelings of anxiety (p.1112). It should also be noted that: the author’s hypothesize that positive hedonic tone is the moderator between the newcomer and support or undermining behaviours express by co-workers and supervisors (p.1110).
Kammeyer-Mueller, Rubenstein and Song utilizing a longitudinal research design, conduct the study within the context of the first 90 to 100 days of employment where previous studies have hinted that support or undermining behaviours to have the most significant relationships with work outcomes (p.1111). This research critique will examine the strengths and limitations of the study; concentrating on the impact of the contribution, discuss personal incites and review methodology and data results.
Impact of Practical and Theoretical Contribution
The author’s open the study citing that a gap in research exists in the area of newcomer socialization from the perspective of the newcomer (Kammeyer-Mueller, Wanberg Rubenstein & Song, 2013 p.1104). Further, the study notes that current meta-analytical reviews “only include newcomer information seeking and organizational tactics” (p.1104). As will be mentioned several factors make this study uniquely different from other newcomer socialization studies; the most notable being the first 90 days of the onboarding process, an employee focus and the conceptual design which incorporates variables unexplored or employed differently in other literary reviews. This focus introduced by Kammeyer-Mueller, Wanberg, Rubenstein and Song could provide important incites regarding the socialization process and become a pertinent contribution, if their hypotheses are found to be correct.
Newcomer socialization continues to be an important component in the field of human resources management and organizational studies from a practical perspective. Thus, if the author’s hypotheses bear fruit in terms of adding to existing empirical enquiry on the topic generally, the study’s impact could potentially play a role in improving the onboarding process by encouraging more effective and consistent methods of socializing new employees. Possible benefits would not be limited to, but could include: reduced turnover, improved work environments, increased job satisfaction and reduced costs (Schwind, Das & Wagar, 2007, p.298).
As a theoretical contribution, the findings complement existing empirical studies insofar as the research design and conceptual framework which, focuses on the newcomer’s interactions with the dependant and independent variables.
In particular the significant influence that support and undermining behaviours play during the socialization process with hedonic tone acting as a mediator between the newcomer and support or undermining influences (Kammeyer-Mueller et al. 2013 p.1110). In addition, the use of longitudinal surveys during the first 90 days, yielded a respectable response rate of 28.1% and, 97% for the ongoing study (Kammeyer-Mueller et al. 2013 p.1110). The participating researcher’s acknowledgement of notable points of interest, based on analysis of the data and limitations derived from the results will add applicable knowledge to future studies on the topic. Note: limitations will be reviewed in the method section of this …show more content…
critique.
Literature Review and Formulation of Hypothesis Newcomer socialization is examined from several angles across much of the literature available on the subject. For instance, newcomer socialization and age, newcomer socialization and organizational tactics, newcomer socialization and performance, newcomer socialization and information seeking. The general relationship between similar literatures on the topic has been to establish what a newcomer does during initial socialization and how the organization should facilitate their efficient incorporation. While these particular concepts have their place with regards to the subject, it is arguable that Kammeyer-Mueller et al. (2013) have made a strong effort to develop new conceptual or hypothetical approaches to enhance the value of existing research. Kammeyer-Mueller et al. (2013) posit that:
1. Initial levels of supervisor – co-worker support are positively related to initial levels of newcomer hedonic tone.
2. There is a positive relationship between trends in supervisor – coworkers support and newcomer hedonic tone over a newcomer’s first 90 days of employment
3. Initial levels of supervisor – co-worker support are negatively related to initial levels of newcomer hedonic tone
4. There is a negative relationship between trends in supervisor and co-worker undermining and trends in newcomer hedonic tone over a newcomer’s first 90 days of employment
5. Initial levels of supervisor – coworkers support are positively related to initial levels of newcomer proactive socialization behaviours
6. There will be a positive relationship between trends in newcomer proactive socialization behaviour over a newcomer’s first 90 days of employment
7. Initial levels of supervisor and co-worker undermining are negatively related to initial levels of newcomer proactive socialization behaviours.
If proven correct and the relationships exist as hypothesized by Kammeyer-Mueller et al. (2013), our understanding of onboarding will improve significantly leading to improved practices and perhaps a change in the way organizations initiate newcomer respectively. As mentioned previously, the author’s arguments that a gap in research exists in this area of organizational behaviour.
There are obvious challenges in creating something that may or may not exist. For instance, the exploration between the relationships of 9 distinct yet interconnected variables opens the door to such issues as type I and type II errors as well as questions of external validity (Saks, 2009, p.38-45). Two particular variables of concern include positive hedonic tone and neuroticism which the authors may have employed based on perceptions of relevance. Having said that, their conceptual model is sound, the research design and hypotheses (which will be examined in the next section) have been well developed and identification and explanation of each variable is explained in
detail.
Method
Research Design & Sample The study utilizes a longitudinal design which is appropriate given the objective of measuring changes in behaviour over a 90 day period (Saks, 2007 p.55). The only concern with the longitudinal approach is that this particular study depends on a causal relationship between dependent and independent variables (Saks, 2007 p.55). A cross-sectional analysis could be concurrently applied to clarify relationships between dependant and independent variables at set points during the study.
Initially 906 surveys were emailed to 906 new hires at a major American university, 316 were completed and returned (34.9% initial response) (Kammeyer-Mueller et al. 2013 p.1111). Surveys were screened to ensure the focus was placed on full-time employees who had regular contact with their supervisors and co-workers and each employ was monitored based on their employment starting date (p.1111). Over the 90 day period, 11 of 14 surveys were to be completed within a given time frame. At the end of the 90 day period the final respondent rate was a respectable 28.1% with a 97% retention rate (p.1111). Reasons for the decreases in respondents was explained as part of the screening process, for instance, surveys were not completed on time or the employment cut-off of 30 hours was not met (p.1111).
While the explanations sounds neat and tidy, issues of external validity may have seeped in due to the reduced number of respondents and weakened sampling-power (Saks, 2007 p.56). An extreme example that could skew results generally might include large loss of one group of candidates. Another consideration might be socially desirable responses if employer emails (in some departments) operate on a public network, although this is rarely an issue in recent times (Saks, 2007 p.43-46)
Measures
Independent variables including, social support and undermining behaviours were measures by surveying for engaging behaviours. For instance, “were you provided with encouragement” or “(they) listened and helped you sort things out” (Kammeyer-Mueller et al. 2013 p.1111). Hedonic tone was measured using a well research scale; it measures four positive and four negative adjectives. Proactive socialization was measured using information and feedback seeking questions, for instance, “To what extent have you sought feedback on your performance after assignments?” or “To what extent have you tried to spend as much time as you could with your boss?” (p.1112).
Dependant variables were measured using a scale between 1 “strongly disagree”, 5 “Strongly agree”. (p.1112) Including, work proactivity were measured by such survey questions as: “(have you) initiated better ways of increasing efficiency…”; social integration example questions: “My coworkers seem to accept me.”; Organizational commitment questions, “I find my values and this organizations values are very similar” (p.1112). Finally, the control variable, neuroticism used the same weight scale as the dependent variables. Respondents indicated the degree to which they, “worried about things”. (p.1112) As per the survey questions, the study does explain that content had been developed by outside sources, and I assume tested for validity, reliability and error concerns prior to application. Nonetheless, due to the fact that this particular research project is measuring new relationships raises the question: “Are these survey questions measuring what we need them to measure?” (Saks, 2007 p.38).
Results & Final Comments As hypothesised, the relationships between supervisor – co-worker support or undermining behaviours do have the positive and negative correlations. This is arguably the most important result as it establishes a new path that should investigated further. Other variables also correlated as hypothesised by Kammeyer-Mueller et al. (2013). This study is not without its problems but it does establish that the first 90 days of employment is where mutual perceptions are formed vis-à-vis the organization and the newcomer. Future studies should cite this study based on these important findings.
References
Bauer, Talya, Todd Bodner, and Tucker Jen. "Newcomer Adjustments During Organizational Socialization: A Meta-Analytical Review of Antecedents, Outcomes, and Methods." Journal of Applied Psychology. 92.3 (2007): 707-721. Print.
Haueter, Jill, Therese Macan, and Joel Winter. "Measurement of Neewcomer Socialization: Construct Validation of a Multidimensional Scale." Journal of Vocational Behaviour. 63. (2003): 20-39. Print.
Hermann, Schwind, Hari Das, and Terry Wagar. Canadian Human Resource Management: A Strategic Approach. 8. Toronto: McGraw-Hill Ryerson, 2007. Print.
Kammeyer-Mueller, John, Connie Wangberg, Alex Rubenstein, and Zhaoli Song. "Support, Undermining, and Newcomer Socialization: Fitting In During The First 90 Days." Academy of Management Journal. 56.4 (2013): 1104-1124. Print.
Saks, Alan. Research Measurement and Evaluation of Human Resources. Toronto: Nelson, 2009. Print.
Smith, Laura, Catherine Amiot, Joanne Smith, Victor Callan, and Deborah Terry. "The Social Validation and Coping Model of Organizational Identity Development: A Longitudinal Test." Journal of Management. 39.7 (2013): 1952-1978. Print.