The Study On The Influence Of Organizational Socialization Tactics Upon New IT Technicians’ Work Attitudes

Work attitudes, as the vital result of organizational adaptation of new staff,bridge significantly administrative actions of organization and staff workactions. A number of researches abroad found that socialization tacticsdeployed by organizations enable to help new staff master new work skills,establish new interrelationships, learn new organization cultures, clarify theirown work roles, and estimate own career development to promoteorganizational adaptation effectively and develop the active work attitudes.However, nowadays the limitations of studies about organizationalsocialization tactics and work attitudes are obvious:1. Although the former studies have discovered the close connectionbetween institutionalized socialization tactics and active work attitudes, nearlyno scholar ever examined how the internal dimension of socialization tacticsimpacted work attitudes.2. The former studies mainly focused on the direct relationship betweenthem, but ignored the process and movement of organizational socialization,lacking the study of influence mechanism of organizational socialization tacticsrevealed by the mediating variables such as person-organization fit, andperson-job fit.3. The former researches on socialization tactics and work attitudesusually chose the graduators or MBA learners who are idiosyncratic groupsfrom different professions as samples, whereas whether the same relationshipbetween them also exists among homogeneous groups is seldom tested byscholars.Choosing new IT technicians as the study object, using job satisfaction、organizational commitment intent to turnover as the evaluation index of workattitudes, and beginning from the direct and indirect effect of organizationalsocialization tactics, this article brings up three hypothesis models–the directeffect model of institutionalized socialization tactics on person-organization fit and person-job fit, the direct effect model of institutionalized socializationtactics on work attitudes, and the mediating effect model of institutionalizedsocialization tactics on work attitudes. With the experimental methodology, thestudy tested new technicians from10IT enterprises in Fuzhou, receiving248valid samples. And the conclusions of study are following:1. In the early stage of organizational socialization of new IT technicians,the functions of following six tactics are obviously various and alternative. Theimpacts of serial and investiture tactics on work attitudes andperson-organization fit as well as person-job fit count the strongest; that ofsequential and fixed tactics follows; collective and formal tactics only influencethe degree of work satisfaction, while their impacts upon person-organizationfit and person-job fit are not significant.2. Person-organization fit and person-job fit in the impact of organizationalsocialization tactics on work attitudes play a partial intermediary role. In thoseof investiture, sequential, and fixed tactics they play a totally mediating role,while a partial intermediary role in that of serial tactics; both direct and indirectimpacts of collective and formal tactics upon work attitudes of new staff are notsignificant.At the end of the thesis, some management suggestions are put forwardin order to cultivate and promote active work attitudes of new IT technicians,besides, certain limitations and direction of future development of the study areexplained and summarized.