Accueil
| Titre : | Organizational socialization practices and organizational socialization tactics. Contents and interplays. |
| Auteurs : | Emilie Bargues |
| Type de document : | document électronique |
| Année de publication : | 2012 |
| Format : | 21 p. |
| Note générale : | Communication au Workshop on Research Advances in organizational Behavior and Human Resources Management 2012, Université Paris-Dauphine, DRM UMR CNRS 7088, Management et Organisation, Paris, 22-24 mai 2012. |
| Langues: | Anglais |
| Catégories : |
Affiliation Céreq Céreq - Centre associé de Clermont-FerrandThésaurus CEREQ SOCIALISATION PROFESSIONNELLE ; PRATIQUE DE GRH ; INTEGRATION DANS L'ENTREPRISE ; FRANCE |
| Mots-clés: | organisation hybride |
| Résumé : | How organizations and their members can influence the socialization of their newcomers? The answers to this key question for human resources management and organizational behaviour are still incomplete. Indeed, Perrot & Roussel (2009) highlighted how the dividing line between organizational socialization practices and tactics remains blurred in the organizational socialization literature. In order to clearly distinguish between these tightly-related concepts, Perrot & Roussel (2009) took the stance that socialization tactics orient socialization practices. This paper aims to bring sharper focus to this distinction by exploring the content of organizational socialization tactics and its interplay with the content of socialization practices. This work utilizes a socialization practices survey that was carried out via a multiple-case study in seven French SMEs; this research environment is well suited to compiling observations on informal and non-formalized socialization practices that are not yet well known. This work is inspired by and builds on the methodological approach used by Jones (1986) to connect each socialization practice inventoried in our survey sample to the socialization tactic to which it is oriented. This interpretational approach develops proposals on the interplay between socialization practices and tactics, and teases out groups of organizational socialization tactics currently unidentified in the Van Maanen & Schein (1979) model. Thus this paper refines Van Mannen & Schein‘s typology by proposing an additional four tactics. Additionally this study helps managers explicate and build on implicit understandings of current socialization practices. This is accomplished by providing advanced knowledge and insights on how to handle organizational socialization. |
| Document Céreq : | Non |
Documents numériques (1)
 bargues_socialisation_2012.pdf Adobe Acrobat PDF |
