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Fitting In or Making Jobs Fit: Factors Affecting Mode of Adjustment for New Hires

dc.contributor.authorBlack, J.en_US
dc.contributor.authorAshford, Susan J.en_US
dc.date.accessioned2010-04-13T18:33:44Z
dc.date.available2010-04-13T18:33:44Z
dc.date.issued1995en_US
dc.identifier.citationBlack, J.; Ashford, Susan (1995). "Fitting In or Making Jobs Fit: Factors Affecting Mode of Adjustment for New Hires." Human Relations 48(4): 421-437. <http://hdl.handle.net/2027.42/66485>en_US
dc.identifier.issn0018-7267en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/66485
dc.description.abstractThis study tested a theoretical framework of work role transitions by examining the impact of individual factors (personal need for control and need for feedback), job factors (job discretion and job novelty), and organizational factors (organizational socialization tactics) on two modes of adjustment for new hires. In this study, need for control and need for feedback had a significant impact on self change as a mode of adjustment but not on job change. Job novelty and job discretion had little impact on either mode of adjustment. Investiture-divestiture organizational socialization tactics had a significant impact on self change as a mode of adjustment and fixed-variable socialization tactics had a significant impact on changing ones' job as a mode of adjustment. In general, the results of this study suggest that variables hypothesized by past theoretical work may only be moderate predictors of changing self or job as modes of adjustment for new hires.en_US
dc.format.extent3108 bytes
dc.format.extent1648968 bytes
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dc.format.mimetypeapplication/pdf
dc.publisherSage Publicationsen_US
dc.subject.otherAdjustmenten_US
dc.subject.otherNew Hiresen_US
dc.subject.otherSocializationen_US
dc.subject.otherWork Role Transitionsen_US
dc.titleFitting In or Making Jobs Fit: Factors Affecting Mode of Adjustment for New Hiresen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelSocial Worken_US
dc.subject.hlbsecondlevelSociologyen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumSchool of Business Administration, University of Michigan.en_US
dc.contributor.affiliationotherThunderbird, 15249 N. 59th Ave., Glendale, AZ 85306.en_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/66485/2/10.1177_001872679504800407.pdf
dc.identifier.doi10.1177/001872679504800407en_US
dc.identifier.sourceHuman Relationsen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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