Change in Newcomers' Supervisor Support and Socialization Outcomes After Organizational Entry

By Markku Jokisaari, Jari Nurmi. 2009

273 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/4bdfa5c7394a84d231016205017304a2c351f68f

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Skilled migrants' career capital as a source of competitive advantage: implications for strategic HRM (2015, background): “…nu ar y 20 15 relationships (knowing-whom) will at least initially depend on their successful socialization, that is gaining awareness and learning the pattern of behaviours expected by other members of the organization and, consequently, adjusting to the new workplace (Jokisaari & Nurmi, 2009).”
Support, undermining, and newcomer socialization: : fitting in during the first 90 days. (2013, background): “We investigated the form of growth trajectories of our time-varying predictors (supervisor and coworker support and undermining ) by estimating both linear and nonlinear models (e.g., Jokisaari & Nurmi, 2009).”
Navigating Uncharted Waters (2015, background): “Jones et al. (2005) examined the effects of neuroticism on the mental and physical health and sickness absence of two sets of new health-care workers, finding that neuroticism was related to these newcomer outcomes.”
Millennials in the Workplace: A Conceptual Analysis of Millennials' Leadership and Followership Styles (2012, background): “When examining the communication style of Millennials, previous studies have found that Millennials expect to communicate with their supervisor openly and frequently (Gursoy et al., 2008; Martin, 2005) and to maintain strong relationships with supervisors (Jokisaari & Nurmi 2009; Martin 2005).”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “In addition, the quality of leader–follower outcomes is shaped by the relationship quality leaders share with followers, which changes over time based on the leader’s perception of the follower’s characteristics and performance level (Jokisaari & Nurmi, 2009; Nahrgang, Morgeson, & Ilies, 2009).”
Idiosyncratic Deals and Voice Behavior (2015, methodology): “Our 5-month, three-wave design is consistent with many other LGM designs in the organizational sciences (e.g., Chan & Schmitt, 2000; Jokisaari & Nurmi, 2009; Lance et al., 2000) and, as such, likely captured many of the relevant changes in variables that occurred during this period.”
Millennials in the Workplace: A Communication Perspective on Millennials’ Organizational Relationships and Performance (2010, background): “We conclude by outlining an agenda for research on Millennials’ organizational communication, relationships, and performance.”
Psychological contract breaches and employee voice behaviour: The moderating effects of changes in social relationships (2014, background): “…moderators of relationships between PCBs and outcome variables because our research design better reflects the changing nature of social relationships in the workplace; it does not assume that social environments are static (Jokisaari & Nurmi, 2009; Weick et al., 2005; Wrzesniewski et al., 2003).”
Reducing turnover intent: supervisor and co-worker incivility and socialization-related learning (2013, background): “Likewise, Jokisaari and Nurmi (2009) found that perceived supervisor support can significantly impact newcomers’ role clarity and that support and feedback are required from supervisors over an extended period of time following organizational entry.”