On The Impacts Of Career Starters’ Job Embcddedness To Their Organizational Socialization Performance

Existing research shows that one of the main reasons for high staff turnover rate and poorjob performance is the lackness of organizational socialization. For employees, a successorganizational socialization should help career starters adjust themselves to the expectations ofthe entry, obtain the required skills, adapt to corporate culture and values, and recognize theirrole in the organization, to reduce occupational loss and reality impact on individual performance.This article researched those career starter who are in the transition stage from career explorationto career achievements (about stages of life,18-30years old)by literature and empirical surveys,to find a way for them to improve social performance in the perspective of work embeddness,and provide the appropriate path optimization strategy.On the career starter Organizational Socialization embedding and career cycle perspective,this article summarized the shortcomings of existing research, and introduced and defined twomanipulated variables: career motivation and career maturity, and discussed the possiblestrategies of improving HR embededness and mechanism to achieve social performance, to builda relationship model for the effectiveness of the organizational socialization strategy which canbe empirical evidence and tested. The results are as follows:(1) Career starter of job embeddedness can significantly affect its organizational socialperformance. Embedded within the work and the work of embedding positive and significantperformance of the predictive organizational socialization;(2) Career motivation and job embeddedness has a significant positive interaction. Theinteraction of interests exchanging motivation and work within embeddness can significantlyimprove organizational socialization performance, the interaction of exchanging motivationand work outside embeddness would decrease employees’ organizational socializationperformance. The interaction of value recognition motivation and work within and outsideembeddness will significantly improve the social performance;(3) Career Maturity and job embeddedness also has a significant positive care role. Theinteraction effect of Career maturity and work within embeddness was not significant, but theinteraction of Career maturity and work outside embeddness can significantly promote the socialperformance of the staff organization.Finally, according to the empirical results, a3*3matrix was formed by plus three dimensionsof work embeddness(association,match,sacrifice)with three sensitive factors (career motivation,career maturity, work itself).The strategies are also given from above9areas, to optimize careerstarters’ organizational socialization performance.