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La socialisation par l'organisation : Entre tactiques et pratiques

Listed author(s):
  • Serge Perrot


    (DRM - Dauphine Recherches en Management - Université Paris-Dauphine - CNRS - Centre National de la Recherche Scientifique)

  • Patrice Roussel

    (LIRHE - Laboratoire Interdisciplinaire de recherche sur les Ressources Humaines et l'Emploi - UT1 - Université Toulouse 1 Capitole - CNRS - Centre National de la Recherche Scientifique)

Research on how organizations socialize individuals largely relies on the work of Van Maanen and Schein (1979), who define six major organizational socialization (OS) tactics. The literature suggests that these tactics are key organizational variables in the sense that they encompass all the important actions that organizations can implement to socialize newcomers. Furthermore, the consequences of the OS tactics have been studied in a variety of work settings, nd consistent empirical results suggest that such tactics have a strong and systematic impact on several socialization outcomes. This article suggests that OS tactics and practices are conceptually different, although they have been empirically confounded. The results sustain that socialization practices have a direct and significant impact on socialization outcomes. Also, we found that socialization tactics are related to socialization outcomes only when appropriate practices are implemented. In other words, we develop a contingency approach of the effects of OS tactics, which challenges and complements the traditional view of OS tactics.

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Paper provided by HAL in its series Post-Print with number halshs-00417633.

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Date of creation: 2009
Publication status: Published in Revue de Gestion des Ressources Humaines, Eska, 2009, pp.2-18
Handle: RePEc:hal:journl:halshs-00417633
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