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Exploring a multidimensional model o...

The University of Alabama.

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Exploring a multidimensional model of employee socialization and role-based performance.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Exploring a multidimensional model of employee socialization and role-based performance./
作者:	Smith, Delmonize Antonio.
面頁冊數:	147 p.
附註:	Adviser: Diane E. Johnson.
Contained By:	Dissertation Abstracts International68-10A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3286176
ISBN:	9780549286998

Exploring a multidimensional model of employee socialization and role-based performance.
Smith, Delmonize Antonio.

Exploring a multidimensional model of employee socialization and role-based performance. - 147 p.

Adviser: Diane E. Johnson.

Thesis (Ph.D.)--The University of Alabama, 2007.

Fisher (1986) acknowledged that the effectiveness of an employee socialization program, process, or model cannot be evaluated without sound, relevant criteria. However, socialization scholars, choosing to focus more on socialization tactics, have treated Fisher's (1986) call as the "elephant in the room". This dissertation attempts to tackle the "elephant" by introducing role-based performance as both a theoretically and practically relevant socialization outcome. Inquiry then turns to using related theories of socialization to hypothesize how task, group, and organization socialization uniquely predict job, career, OCB, team member, and innovator role performance.

ISBN: 9780549286998Subjects--Topical Terms:

626628
Business Administration, Management.

Exploring a multidimensional model of employee socialization and role-based performance.
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245 1 0 $a Exploring a multidimensional model of employee socialization and role-based performance.
300 $a 147 p.
500 $a Adviser: Diane E. Johnson.
500 $a Source: Dissertation Abstracts International, Volume: 68-10, Section: A, page: 4384.
502 $a Thesis (Ph.D.)--The University of Alabama, 2007.
520 $a Fisher (1986) acknowledged that the effectiveness of an employee socialization program, process, or model cannot be evaluated without sound, relevant criteria. However, socialization scholars, choosing to focus more on socialization tactics, have treated Fisher's (1986) call as the "elephant in the room". This dissertation attempts to tackle the "elephant" by introducing role-based performance as both a theoretically and practically relevant socialization outcome. Inquiry then turns to using related theories of socialization to hypothesize how task, group, and organization socialization uniquely predict job, career, OCB, team member, and innovator role performance.
520 $a Data from a matched sample of 84 supervisor/subordinate dyads within two organizations were used to test the hypotheses. Hierarchical linear modeling (HLM; Raudenbush, Bryk, Cheong, & Congdon, 2004) was used to account for possible supervisor-level effects associated with the nested data. Examination of the hypotheses from supervisors' evaluations of subordinate performance clearly rejects any suggestion of a relationship between socialization and role-based performance.
520 $a Despite the non-significant results, several noteworthy findings are presented. Particularly, a post-hoc analysis examining the hypotheses from subordinates' self-evaluations of performance yield support for several hypotheses. Plausible explanations for the results along with research and practical implications are discussed.
590 $a School code: 0004.
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