NEWCOMERS SATISFACTION IN RELATION TO ORGANIZATIONAL CULTURE SOCIALIZATION AND SELF-EFFICACY OF EMPLOYEES IN INFORMATION TECHNOLOGY SECTOR

NEWCOMERS SATISFACTION IN RELATION TO ORGANIZATIONAL CULTURE SOCIALIZATION AND SELF-EFFICACY OF EMPLOYEES IN INFORMATION TECHNOLOGY SECTOR

Rapid growth in IT sector poses unprecedented challenges to HR practices in organizations, which are primarily driven by constant pressure to recruit suitable candidates, meet the expectations of the new entrants and to reduce attrition. Some of the typical HR challenges faced by the rapid growth sectors are the expanding job demands that impact the structure and culture of the organization, the large recruitment of the new entrants and systematized induction training demands. In this dissertation, the focus is on understanding the socialization tactics of the new entrants in IT sector in terms of their role orientation, adjustment, organizational culture, self-efficacy and the overall satisfaction. Organizational Socialization of new employees has always been a critical process for most of the organizations. Over the years multiple aspects of socialization have been studied and the research on socialization has viewed it from multiple perspectives. Initially it was viewed as the process through which organizations acculturate the new entrants. However much of the recent research view it as a learning process in which the entrants role is much more important and organizations can only manage that process. The importance of socialization in organization needs to be overemphasized, as it is one of the essential components of building and maintaining organizational culture. The aspect of understanding organization culture is not a very new phenomenon but in most of the Indian organizations this study has not got momentum. Self-efficacy refers to ones personal belief regarding how capable one is in controlling events and situations in ones life, such as performing or completing specific tasks and behaviours. Socialization research has been conducted in several contexts. However, the context of IT sector has mostly been neglected. In the context of India there hasnt been much study. The lack of research this context coupled with contextual features of IT sector, which indicate greater new entrants self-efficacy with respect to their socialization tactics, has been the prime motive for this study. From such an interactionist perspective, it is necessary to investigate how both individual and organizational factors combine to influence (1) newcomers' subsequent adjustments to organizations (2) their role behaviours and (3) moderating effects of self-efficacy. The purpose of this study is to address these issues. The dependent variable is newcomers adjustment which is measured in terms of role outcomes such as role orientation, role conflict, role ambiguity and personal outcomes such as commitment to organization, intention to quit and job satisfaction. Independent variable is socialization tactics (collective vs. individual; formal vs. informal; investiture vs. divestiture; sequential vs. random; serial vs. disjunctive and fixed vs. variable). The moderating variables are demographic components such as gender, age, qualification, marital status, zone from where respondent has completed highest education, work-experience duration, number of past job experiences newcomers have and their future career choices. This study viewed socialization from an interactionist perspective and has investigated the link between socialization tactics and new entrants satisfaction. This study generated responses from newcomers having not more than 18 months of work- experience in a particular organization. The research includes responses from IT sector in Bangalore. A detailed standardized Questionnaire was adapted to be used as an instrumentation tool. The questionnaire was completed by 306 respondents using convenient sampling technique. The statistical techniques adopted are Cronbachs alpha reliability test, Descriptives (means and standard deviations), Percentile Quartile, Bivariate Correlations and ANOVA. Seven hypotheses were tested and analyzed. Innovative role orientation has a significant correlation with sequential random, serial disjunctive and fixed variable. A high score on orientation indicates an innovative role orientation in which a new entrant attempts to alter procedures for performing a role, the purpose of role itself, or both. There is significant influence of sequential random tactic followed by formal informal on the role orientation of the employees. In previous studies it was observed that invidualised tactics was positively correlated to innovative role orientation. But in current study the researcher found that institutionalized tactics were positively correlated to innovative role orientation. There is no significant influence of organizational culture on the satisfaction of the newcomers. The detailed findings, conclusions, and suggestions for further research have been discussed. Key Words: Organizational culture, Newcomers socialization tactics and Self-Efficacy

Vedasnata Srividya

Management Studies