Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees
Version of Record online: 7 JUN 2012
Copyright © 2012 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 34, Issue 3, pages 350–369, April 2013
How to Cite
Allen, D. G. and Shanock, L. R. (2013), Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees. J. Organiz. Behav., 34: 350–369. doi: 10.1002/job.1805
- Issue online: 22 MAR 2013
- Version of Record online: 7 JUN 2012
- Manuscript Accepted: 1 MAY 2012
- Manuscript Revised: 10 APR 2012
- Manuscript Received: 19 JUL 2011
Retention of new hires is a critical issue for organizations. We propose that relationships are important mechanisms through which socialization tactics influence commitment and turnover. The key theoretical mechanisms connecting socialization tactics to turnover in our model are the extent to which newcomers perceive their relationship with the organization as supportive, caring, and entailing positive social exchanges and the extent to which newcomers become embedded within the organization. We collected longitudinal data from over 500 employees over the first year of employment. Consistent with our hypotheses, socialization tactics influence perceived organizational support (POS) and job embeddedness, and POS and embeddedness both relate to organizational commitment and voluntary turnover. Results support POS and embeddedness as relational mechanisms that bind employees to the organization as a result of socialization tactics. Copyright © 2012 John Wiley & Sons, Ltd.