Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover?

By David G. Allen. 2006

347 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1e90410e4b19d0711121e0be6298273cd25fa8ab

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In Communication

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

SOCIALIZATION IN ORGANIZATIONAL CONTEXTS (2008, background): “, 2001), increased expatriate adjustment (Feldman, Folks & Turnley, 1998; Harvey & Kiessling, 2004; Palthe, 2004), fewer perceived psychological contract violations (Robinson & Morrison, 2000), lower turnover (Allen, 2006), and, at the subunit level,”
The influence of expatriate cultural intelligence on organizational embeddedness and knowledge sharing: The moderating effects of host country context (2020, background): “…consider organizational socialization tactics that have been shown to be a vital predictor of organizational embeddedness in domestic contexts (Allen, 2006; Allen & Shanock, 2013), or draw inspiration from the diversity literature and zoom in on the effects of an inclusive organizational…”
Making a Difference in the Teamwork: Linking Team Prosocial Motivation to Team Processes and Effectiveness (2014, background): “Furthermore, strong interpersonal ties increase the desirability of staying on the team (Allen, 2006; Hom & Xiao, 2011; Hulin, Roznowski, & Hachiya, 1985; Jiang, Liu, McKay, Lee, &Mitchell, 2012; Lee, Mitchell, Sablynski, Burton, & Holtom, 2004) and thus reduce the number of team members that volunt”
The mediating role of organizational job embeddedness in the LMX-outcomes relationships (2011, background): “These findings are important as few studies have examined predictors of organizational job embeddedness (Allen, 2006), and to find that LMX impacted the consequences in this study primarily through the development of organizational job embeddedness begins to answer the questions related to how LMX a”
Job embeddedness, work engagement and turnover intention of staff in a higher education institution: An exploratory study (2013, background): “Several studies have found that individuals embedded in their jobs are less likely to leave than those who are not embedded in their jobs (Allen, 2006; Mitchell et al., 2001b) Mitchell et al. (2001a) suggest that analysing job embeddedness differs from traditional models for predicting turnover…”
The influence of organizational culture on job satisfaction and intention to leave (2010, background): “Further, there is consistent evidence that job dissatisfaction drives employee turnover in a variety of settings (Allen, 2006; Hom & Griffeth, 1991; Hom & Kinicki, 2001; Sablynski, Lee, Mitchell, Burton, & Holtom, 2002; Tett & Meyer, 1993).”
A review of job embeddedness: Conceptual, measurement issues, and directions for future research (2012, result): “It is well-established that employees with more alternatives are more likely to quit (Allen & Griffeth, 2001). Thus, it is conceivable that, contrary to predictions made by embeddedness theory, industrial experience is positively (rather than negatively) related to turnover. 226 M. Zhang et al. / Hu”