The Effects of Socialization Tactics on Employees' Adjustment: Proactive Personality as a Moderator

• Main Authors: Wei, Chuan-Yen, 魏傳諺
• Other Authors: Wang, Chung-kwei
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/shw5fh

碩士 === 東吳大學 === 心理學系 === 101 === The purpose of this study is to examine effects of organizational socialization tactics on employees’ turn over intention and organization commitment. The study also tried to verify the validity of western organization socialization models in Taiwan organizations. Method: Self-reported internet survey technique is used in the study and 220 valid samples are collected from current employees who had full-time jobs. In this study, researcher verified the employees’ perceptions of types of organizational socialization tactics that provided by organizations. I attempted to examine whether employees’ role clarity, self-efficacy, and social acceptance mediated the relationships between organizational socialization tactics and employees turn over intention and organization commitment. I also examined the moderating effect of proactive personality on the relationships between socialization tactics and the mediators. Results summarized below. (1) Employees would have higher extent of role clarity, self-efficacy, and social acceptance if they perceived higher institutional socialization tactics. (2) The content tactics had no mediated effects on turn over intention and on organizational commitment via role clarity. (3) The content tactics had negative effect on turn over intention via self-efficacy. (4) The social aspects tactics had negative effects on turn over intention and on organizational commitment via social acceptance. (5) Proactive personality could not moderate the relationship between socialization tactics and their mediators.