Saqib Shahzad, Demonstrator,
Abdul Wali Khan University, Mardan
PhD-Scholar,
Institute of Management Sciences, Peshawar
Email: saqibshahzad26@gmail.com
Shahzad Khan, Assistant
professor, University of Haripur, Haripur
Dr. Fayyaz Ali Shah, Assistant Professor,
Islamia College University Peshawar. Email: akhoon47@yahoo.com
Abstract
Implementations
of HR practices carry a significant weightage towards organization’s success.
The study was focused to find out the impact of socialization process on
organizational commitment of employees working in private degree colleges. 200
hundred questionnaires were distributed among the teaching staff of degree
colleges using convenient sampling technique. 126 properly filled questionnaires
forming a response rate of 63% were analyzed to get meaningful results. The
results of the study showed that socialization process was found to have
significant impact on organizational commitment of employees.
Key Words: HR practices, Socialization,
Organizational commitment
Introduction
Socialization
process starts right after, when an employee apply for a job in an
organization. This process in which both employees and organizations are new
for each other so they need time and a proper way that they could know each
other. So the formal process for this is called Socialization. Socialization is
an overview of organization for new comers and focusing on successful outcomes
from new employees and suggest practical steps for socialize newcomers (Cable & Thomas, 2006). Work experience has
a very little effect in the adjustment of employee in any new organization
because it was a whole new environment for employee (Adkins, 1995). Socialization process leads to a healthy
environment both for organization and newcomers and also reduces early turnover
rates in organization because of adjustment (Saari & Judge, 2004).
Socialization process also creates self justification that can shape employee’s
future and also improves productivity (Staw,
1980). Organizational socialization refers to the mechanism through which new
employees acquire the necessary knowledge, skills, and behaviors to become
effective organizational members and insiders. When an employee gets socialized
and get committed with an organization so that is good for an organization to
achieve its goals easily. Employees have lots of expectations like, pay,
behavior, promotions, rewards, opportunities etc that can influence job
satisfaction (Judge & Church, 2000).
There are different cultured people in an organization having different views so
they are also having different ways for their socialization to get job
satisfaction and their commitment with organization.
Research
Questions
1.
What are the determinants of
socialization process?
2.
Is there any relationship between
socialization and organizational commitment?
Objectives of
the Study
Following are
the objectives of the study.
·
To study determinants of socialization.
·
To explore the impact of socialization on organizational commitment.
Significance of the Study
Among the HR practices socialization is considered
as one of the significant factor that motivates employees to adjust quickly and
in a good manner in the organization. Initially the more informal interaction
of new inductees with the current members of the organization the more it is
easier for the inductee to adapt to the environment. This study carries
importance of socialization for both employee and employer. Employers will have
to carry a formal socialization process for new employees so that they can be
productive and helps to achieve their goals and objectives by dedicated
involvement having no hesitation. Newcomers compare their values from
organizational values before entering the organization to ensure the
satisfaction and commitment of the job.
Literature
Review
Socialization
is a process in which an individual gain knowledge, skills, norms, values to
enter in a new group of community, it is the combination of expectations and
rules through which a newcomers adjust themselves in a new environment and make
a commitment with organization to accept their norms and values and follow the
rules and regulations positively integrating into a new group of people. As far concern to organization needs to
provide an effective orientation to newly hired employees to help in their socialization
(Adkins, 1995). Socialization process starts right after the selection of an
employee, organization needs their employee to know about their organization
and work in an environment by which both company and employee satisfy.
Socialization for newly hired employees is good for relationship between
organization and employees and moreover, formal and collective socialization
tactics helps remove uncertainty in early work experiences (Ashforth &
Saks, 1996). Socialization refers to
“the process by which an individual acquires the attitude, behavior, and
knowledge needed to participate as an organizational member” (Cable &
parsons, 2001). Researchers called it person-organization
fit or the well-suited between person and organization they are employed;
it is a key to maintaining a flexible
and devoted workforce that is vital
in a competitive business environment
and a stiff labor market. There are
several factors effecting job satisfaction and employee commitment. Commitment
is a psychological state that ties an
individual to the organization. It refers to the ‘likelihood that an individual
will stick to the organization, feel psychologically attached to it, whether
the job is satisfying or not’. Organization commitment is an attitudinal
predictor of employees’ behavior and intentions (Mowday, Porter & Steers,
1982). Affective commitment is defined
as the affective and emotional attachment of an individual with the
organization and made a strong involvement and accepts the membership of the
organization (Meyer & Allen, 1990). Affective commitment has been most
powerfully linked to optimistic job-related behaviors (presence, organizational
residency behavior) (Meyer & Herscovitch, 2001). Meyer et al. (2002)
highlighted through meta-analysis,
the real predecessors, partners and results of authoritative responsibility.
Adeyemo (2000) found a productive and positive relationship amongst training
and authoritative duty. As per Bhatla (2011) ingested on the essential for such
representatives and how their organization can extend the development and work
viability of the business all in all. Also roused on the undertakings played by
the HR executives to grow laborer Commitment for a general public's being. The
investigation of Mangundjaya (2012) that representative drawing in and worker
conferring can give a higher result on execution and in addition at work
fulfillment. What's more, there is likewise a positive connection between
hierarchical responsibilities.
H1: Socialization practice has a significant impact on
organizational commitment of employees.
CONCEPTUAL FRAMEWORK
Socialization · Orientation ·
Relationship with old employees ·
Working Environment Organizational Commitment ·
Affective Commitment ·
Normative Commitment ·
Continuous Commitment
Research
Methodology
The study was explanatory in nature. The population of
the study was the private degree colleges in Nowshehra district. All the
teaching staff in these degree colleges formed the target population of the
study. A sample size of 200 was selected for data collection. Data was
collected through self administered questionnaires using convenient sampling
technique. Out of 137 filled questionnaires 11 questionnaires were found
defective (improperly filled), so the results are based on 126 properly filled
questionnaires. The response rate was 63% excluding the incomplete
questionnaires. The research instrument comprised of three sections i.e.
Section A consisted of demographic characteristics of respondents i.e. Gender,
Age, Qualification etc, Section B included the items related to the
socialization socialization and it was measured by three sub variables
including Orientation with 7 questions, relation with old employees consisting
6 and working conditions having 6 questions, while Section C consisted of
organizational commitment which was measured by three sub variables i.e. 1st
including affective commitment having 4 questions,2nd was normative
commitment having 5 questions) and 3rd was continuous commitment
having 4 questions All responses of the variables were measured by five point
Likert scale ranging: 1 for strongly disagree, 2 for disagree, 3 for neutral, 4
for agree and 5 for strongly agree.
Table 1: Reliability
Statistics
|
# |
Variable |
Cronbach's
Alpha |
No of
items |
|
1 |
Orientation |
0.714 |
7 |
|
2 |
Relationship with Old Employees |
0.781 |
6 |
|
3 |
Working Environment |
0.766 |
6 |
|
4 |
Affective Commitment |
0.801 |
4 |
|
5 |
Normative Commitment |
0.784 |
5 |
|
6 |
Continuous Commitment |
0.809 |
4 |
Table 1 of reliability statistics
shows that for orientation the value of Cronbach’s alpha is .714. It represents
that there were 7 items (questions) asked for measuring orientation. Since the
Cronbach’s alpha value is greater than .7 it means that the questions asked
were highly related and the questionnaire was highly reliable. Similarly the
Cronbach’s alpha values for relationship with old employees is 0.781, for
working environment α = 0.766, for affective commitment α= 0.801, for
normative commitment α= 0.784 and for continuous commitment α=0.809
show that the entire questions to the respective variables were highly related
and thus the questionnaire was highly reliable.
Table 2 Model Summary
|
Model |
R |
R Square |
Adjusted R
Square |
Std. Error
of the Estimate |
Change
Statistics |
||
|
R Square
Change |
F Change |
Sig. F
Change |
|||||
|
1 |
.429a |
.451 |
.439 |
.53671 |
.439 |
10.126 |
.001 |
|
a.
Predictor: (Constant), Socialization |
|||||||
The above
table 2 of model summary shows that, the value of R=0.429 representing 42.9%
positive association between socialization and organizational commitment. The
value of Adjusted R square = .439 representing the 43.9% of variance in the
organizational commitment has been explained due to variation in socialization.
The value of F change is 10.126 with p=.001 (p≤.05) represents that model
is statistically highly significant.
|
Table 3 Coefficients |
||||||
|
Model |
Unstandardized Coefficients |
Standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
1.641 |
.450 |
|
3.664 |
.000 |
|
Socialization |
.514 |
.129 |
.489 |
3.219 |
.001 |
|
|
a.
Dependent Variable: Organizational Commitment |
||||||
The table 3 of coefficients shows that for
socialization the value of β=.514 representing that one unit increase in
socialization causes 0.514 units increase in organizational commitment. The
t-value = 3.219 with significance level=.001 (p≤.05), so hypothesis is
accepted i.e. socialization has insignificant effect on organizational
commitment.
Conclusion
The aim of the study was to find out the impact of
socialization of organizational commitment of employees. The teaching staff in
private colleges in district Nowshehra was the target population of the study.
The results of the study showed that socialization was found to have a positive
influence on the organizational commitment of employees towards organization.
The results pointed out towards an important aspect that the success of
organization specifically depends upon the proper implementation of HR practices.
Proper implementation of organizational policies that can keep employee at ease
and well adjusted to the organization may help in increasing their intentions
to show higher level of commitment towards organization. This will also help in
reducing the costs of organization regarding turnover ratio.
Limitations
of the Study
The study was only focused in one district and one
city i.e. Nowshehra was targeted. The sample size also served as a limitation.
Financial resources in reaching to the masses in the selected area also created
hurdles. The study was cross sectional in nature. The variables of the study
were also limited. Only private colleges were targeted. lack of time was also a
limitation.
Further
Study
In future the study may be repeated considering that
the number of independent variables to be increased for more composite model
regarding organizational commitment. In addition to the private degree colleges
the public sector degree college may also be included in the study. A
comparative is suggested for more in depth results.
References
Adkins, C. L. (1995). Previous work experience and organization
socialization. Academy of management
journals , 38(3), 839-862.
Allen, N. J., & Meyer, J. P. (1996). Affective,
continuance, and normative commitment: An examination of construct validity. Journal
of Vocational Behavior, 49, 252-276.
Ashforth, B., & Saks, A. (1996). socialization tactics. longitudinal
effects of newcomer adjusment , 39, 149-178.
Mangundjaya,
W. L. H. (2012). Are organizational
commitment and employee engagement important in achieving individual readiness
for change? 10(2).
Meyer, J. P.,
& Herscovitch, L. (2001). Commitment in the workplace: Toward a general.
Meyer, J. P.,
Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective,
continuance, and normative commitment to the organization: A meta-analysis of
antecedents, correlates, and consequences. Journal of Vocational
Behavior, 61, 20-52.
Meyer, J., & Allen, N. (1990). Affective and continous commitment to
the organization. Journal of applied pshycology , 75, 710-720
Mowday, R.
T., Porter, L. W., & Steers, R. M. (1982). Employee-organizational
Linkages. New York: Academic Press.
Saari, L., & Judge, T. (2004). Employee
Attitude and Job. New York.
Staw, M. B. (1980). The consequences of turnover, journal of occupational behavior, vol. 1, pp 253-273.