SOCIALIZATION TACTICS AND PERSON‐ORGANIZATION FIT

By Daniel M. Cable, C. Parsons. 2001

704 citations recorded by the source corpus.

Subfields: Clinical Psychology, Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/71c021adee13e1949a3b0d352cb090ded997143f

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Citations in the corpus

The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit (2011, background): “J fit between newcomers and organisations (Cable and Parsons 2001; Cooper-Thomas, Van Vianen and Anderson 2004).”
Reinterpreting Time in Fit Theory: Crafting and Recrafting Narratives of Fit in Medias Res (2011, background): “…Roberts & Robins, 2004; Saks & Ashforth, 1997); that examine the stability of fit effects over time (e.g., Chatman, 1991; Roberts & Robins, 2004; Taris & Feij, 2001); and that examine changes in fit from prehire to post-hire (e.g., Cable & Judge, 1997; Cable & Parsons, 2001; Saks & Ashforth, 2002).”
When person‐organization (mis)fit and (dis)satisfaction lead to turnover (2007, background): “) to socializing employees within the organization ( Cable and Parsons, 2001”
Perceptions of HR practices, person–organisation fit, and affective commitment: The moderating role of career stage (2018, background): “This understanding helps to remove uncertainty and increases employees’ sense of community, and these effects are likely to result in a higher level of perceived fit (Cable & Parsons, 2001) and, in turn, higher affective commitment.”
The Psychic Cost of Doing Wrong (2012, background): “The implications of socialization tactics for ethical behavior seem straightforward, because socialization is at least partially an attempt to create consistency between organizational values and individual values (Cable & Parsons, 2001; Kim et al., 2005).”
Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover? (2006, methodology): “…organizational attachment and commitment, job satisfaction, social integration, role clarity, task mastery, values congruence, and fit, among others (e.g., Bauer & Green, 1998; Brett, Feldman, & Weingart, 1990; Cable & Parsons, 2001; Morrison, 1993a, 1993b; Wanberg & Kammeyer-Mueller, 2000).”
Breaking Them in or Eliciting Their Best? Reframing Socialization around Newcomers’ Authentic Self-expression (2013, background): “…they are more likely to assume a ‘‘custodial’’ or ‘‘absorption’’ stance, accepting organizational values and norms as their own when experiencing highly institutionalized socialization tactics as opposed to more individualized tactics (e.g., Cable and Parsons, 2001; Kim, Cable, and Kim, 2005).”
Getting to Know You (2017, neutral): “…tactics (Jones, 1986), which may have encouraged them to form a stronger social bond with each other, often linked to more positive organizational outcomes, including acceptance of organizational norms (Cable & Parsons, 2001) and positive work attitudes (Mignerey, Rubin, & Gorden, 1995).”
Why Are Individuals Attracted to Organizations? (2005, background): “For instance, Cable and Parsons (2001) illustrated in a longitudinal field study that objective fit in terms of value congruence was related to subjective fit perceptions.”
Person–organization fit, OCB and performance appraisal: Evidence from matched supervisor–salesperson data set in a Spanish context☆ (2008, background): “PO fit refers to employees' subjective beliefs about how well their personal values match the organizational culture (Cable & DeRue, 2002; Cable & Parsons, 2001; Kristof, 1996).”
Values at Work: The Impact of Personal Values in Organisations (2019, background): “Researchers argued that socialisation can strengthen person-organisation fit, which in turn is expected to increase organisational commitment and decrease turnover (see a review in Cable & Parsons, 2001).”
Navigating Uncharted Waters (2015, methodology): “Drawing on G. R. Jones’ (1986) typology, Cable and Parsons (2001) found support for the proposed “buckets” of tactics and found that they were related to socialization outcomes.”
Public Service Motivation and Employment Sector: Attraction or Socialization? (2013, methodology): “In a similar study which also includes an assessment of pre-entry values congruence between applicants and organization, Cable and Parsons (2001) likewise demonstrated a positive association between fixed socialization activities and employees experiencing that their values match those of the…”