Synergy or substitution? The interactive effects of insiders' fairness and support and organizational socialization tactics on newcomer role clarity and social integration

Drawing on fairness heuristics theory (Lind, 2001) and cue consistency theory (Maheswaran & Chaiken, 1991; Slovic, 1966), we test a moderated mediation model that examines whether the institutionalization of organizational socialization tactics enhances or constrains the beneficial effects of su...

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Bibliographic Details
Published in:IDEAS Working Paper Series from RePEc 2019-07, Vol.40 (6), p.758-778
Main Authors: Nasr, Mohamed Ikram, Akremi, Assâad El, Coyle-Shapiro, Jacqueline A.-M.
Format: Article
Language:English
Subjects:
Business administration
Fairness
Heuristic
Humanities and Social Sciences
Indirect effects
Institutionalization
Newcomers
Organizational behavior
Organizational change
organizational justice
Organizational socialization
organizational socialization tactics
perceived social support
RESEARCH ARTICLE
Role clarity
Social integration
Social justice
Socialization
Tactics
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Summary:Drawing on fairness heuristics theory (Lind, 2001) and cue consistency theory (Maheswaran & Chaiken, 1991; Slovic, 1966), we test a moderated mediation model that examines whether the institutionalization of organizational socialization tactics enhances or constrains the beneficial effects of supervisory and coworker-referenced justice and support on newcomer role clarity and social integration. The findings of a three-wave study of 219 French newcomers show that although institutionalized tactics strengthen the positive indirect effects of supervisory interpersonal and informational justice on role clarity, via perceived supervisor support, it also acts as a substitute that weakens the positive indirect effect of coworker-referenced interpersonal justice on social integration, via perceived coworker support. Implications of the findings for socialization research and practice are discussed.
ISSN:0894-3796
1099-1379
DOI:10.1002/job.2369