Retaining IS talents in the new millennium: effects of socialization on IS professionals' role adjustment and organizational attachment

Authors:
Ruth C. King;Weidong Xia
Affiliations:
College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, Champaign, IL;College School of Management, University of Minnesota, Minneapollis, MN
Venue:
SIGCPR '01 Proceedings of the 2001 ACM SIGCPR conference on Computer personnel research
Year:
2001

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Abstract

This study examined the effects of six organizational socialization tactics on new information systems (IS) professionals' role adjustment and organizational attachment. Data were collected from 187 newly hired IS professionals. The results showed that the six socialization tactics affected new IS professionals differently. Investiture tactics affected directly all the variables studied except role ambiguity. Serial tactics had a direct and positive effect on continuance commitment but a negative effect on intention to quit. Both sequential and collective tactics had direct effects on role ambiguity. Overall, the social aspects of the socialization process had the most significant effects on new IS professionals' role adjustment and organizational attachment. The results suggest that organizational socialization is an important strategy that needs to be considered in both IS research and practice.