Employee experience in the process of organizational socialization

Abstract

The experience of the employee has become an axis of management of the work cycle in human resources in organizations interested in loyalty of talent (Michaels & cols., 2003, Plaskoff, 2017). This experience has been shown to be very relevant in relation to engagement (Lisbona et al., 2009, Salanova, 2009, Schaufeli and Bakker, 2010), job satisfaction (Soni, Chawla, & Sengar, 2017), culture and organizational climate (Shenoy & Uchil, 2018), and indirectly with the intention of changing jobs and unwanted turnover (Albrech, 2010).This study analyzes the experience of the newcomer in the onboarding processes experienced in its processes of organizational socialization, placing emphasis on both the emotional and socializing experience lived, as well as the evaluation of the actions and activities of the onboarding plan (OP), and its relationship with engagement and job satisfaction. For this, the organizational socialization model of Taormina (1997) was used to distinguish between the four learning levels of the participants during their OPs, as well as the circumflex emotion model of Russell and Carroll, (1999) adapted by Bakker, Rodríguez and Derks (2012) to frame the emotional experience of the experiences lived during the first stage of incorporation into the organization.