Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees

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Person–organization fit, perceived organizational support, and organizational citizenship behavior: The role of job embeddedness (2016, background): “…her to better socialize with the other members of the organization in the form of increased prosocial behaviors, such as helping others with work-related problems, sharing personal property and information quite often, taking pride in the organization, and showing loyalty (Allen & Shanock, 2013).”
In good company: The impact of perceived organizational support and positive relationships at work on turnover intentions (2015, background): “For instance, mentoring practices are cited as a positive socialization practice that integrates individuals into their new workplace and its norms (Allen and Shanock, 2013; Baranik et al., 2010; Dutton, 2003).”
A STUDY ON DETERMINING FACTORS EMPLOYEE RETENTION (2016, background): “While Allen and Shanock (2013) stressed on relationship with colleague socialization [11], Andrews and Wan (2009) emphasized on management style and leadership to increase an organization retention capability [12].”
Affective Commitment to Organizations and Supervisors and Turnover: A Role Theory Perspective (2017, positive): “For example, recent research found socialization tactics related 2112 Journal of Management / September 2017 to the context, content, and social aspects of work to reduce turnover likelihood through increased ACO (Allen & Shanock, 2013).”