Getting new staff to stay: The mediating role of organizational identification

Smith, Laura G. E., Amiot, Catherine E., Callan, Victor J., Terry, Deborah J. and Smith, Joanne R. (2012) Getting new staff to stay: The mediating role of organizational identification. British Journal of Management, 23 1: 45-64. doi:10.1111/j.1467-8551.2010.00728.x

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Author Smith, Laura G. E.
Amiot, Catherine E.
Callan, Victor J.
Terry, Deborah J.
Smith, Joanne R.
Title Getting new staff to stay: The mediating role of organizational identification
Journal name British Journal of Management   Check publisher's open access policy
ISSN 1045-3172
Publication date 2012-03
Year available 2010
Sub-type Article (original research)
DOI 10.1111/j.1467-8551.2010.00728.x
Volume 23
Issue 1
Start page 45
End page 64
Total pages 20
Editor Rolf van Dick
Sebastian Stegmann
Place of publication Oxford, United Kingdom
Publisher Wiley-Blackwell Publishing
Collection year 2011
Language eng
Formatted abstract
Newcomer turnover is a major cost to organizations, and the quality of new employees' experiences in the first few months is critical in determining whether they decide to stay or leave. In a study that focused on the first stage of newcomer socialization, we investigate the impact of perceptions of social validation from the team and the team leader, and perceived fairness of treatment on newcomers' identification with their work team and the organization, specifically measuring the group self-investment components of identification. The mediating role of these levels of group self-investment and of the imbalance (i.e. difference) between levels of self-investment on turnover intentions was also tested. New staff (N=569) joining a large public-sector organization completed a questionnaire about their socialization experiences in their first 6 months of their employment. Structural equation modelling revealed that social validation by the team and team leaders, and fairness of treatment, predict increased investment with the organization and with the team. Organizational-level self-investment and an imbalance in favour of investment with the organization over that of the team mediated decreases in turnover intentions. We conclude that organizations should provide newcomers with validation that promotes identification with their organization during this critical stage of socialization.

Keyword Staff turnover
Employee socialization
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ
Additional Notes Article first published online: 23 DEC 2010

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2011 Collection
ERA 2012 Admin Only
UQ Business School Publications
Version Filter Type
Citation counts: TR Web of Science Citation Count  Cited 14 times in Thomson Reuters Web of Science Article | Citations
Scopus Citation Count Cited 21 times in Scopus Article | Citations
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Created: Mon, 01 Nov 2010, 09:02:30 EST by Dr Laura Smith on behalf of UQ Business School