Managing new MIS professionals
Information and Management
Determinants of MIS employees' turnover intentions: a structural equation model
Communications of the ACM
The reasons for turnover of information systems personnel
Information and Management
Datamation
On the Job Learning in the Software Industry: Corporate Culture and the Acquisition of Knowledge
On the Job Learning in the Software Industry: Corporate Culture and the Acquisition of Knowledge
Building theory about IT professionals: is a taxonomy or typology the answer?
Proceedings of the 2005 ACM SIGMIS CPR conference on Computer personnel research
Employee turnover: a novel prediction solution with effective feature selection
WSEAS Transactions on Information Science and Applications
Expert Systems with Applications: An International Journal
A procedural framework for dynamic changes of human interactions in knowledge intensive services
Expert Systems with Applications: An International Journal
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The study of socialization and its practices has only recently been applied to organizations to investigate the manner in which new employees adjust to corporate culture. Past studies have examined the nature of human-resource development from an individual perspective. Research in socialization practices represents an organizational approach toward understanding the manner in which new employees adjust to their roles. This study examines the impact of socialization practices on the nature of this role adjustment with respect to information systems professionals. One hundred and sixty newly hired IS personnel in five different cities were surveyed to examine the relationship between organizational socialization tactics and adjustment variables such as role orientation, role ambiguity, and role clarity. Results suggest that socialization practices affect professional role adjustment. Specifically, institutionalized socialization tactics lead to a custodial role orientation and individualized socialization tactics produce an innovative role orientation. In addition, institutionalized tactics are shown to reduce role ambiguity and role conflict in new employees. Implications for human-resource management of IS personnel and future research in this area are discussed.