Facilitating newcomer motivation through internalization: A self-determination theory perspective on newcomer socialization

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2024-07-20 DOI:10.1016/j.hrmr.2024.101041

Jane X.Y. Chong , Marylène Gagné , Patrick D. Dunlop , Serena Wee

引用次数: 0

Abstract

Despite the importance of employee work motivation in organizations, little is known about how newcomers develop high-quality motivation to function optimally at work. We propose internalization — a process whereby newcomers take in external information and values learned during the socialization period to become their own — as a key process that is critical for developing said motivation. Drawing on self-determination theory, this article introduces a model of socialization that proposes the need satisfaction of competence, relatedness, and autonomy as important proximal outcomes for internalization and successful socialization. We discuss theoretical and practical implications for facilitating a motivated and proactive workforce critical for today's dynamic organizational landscape.

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通过内化促进新移民的积极性：新人社会化的自我决定理论视角

尽管员工的工作动机在组织中非常重要，但人们对新人如何培养高质量的工作动机以在工作中发挥最佳作用却知之甚少。我们提出，内化--新人将在社会化过程中学到的外部信息和价值观转化为自身价值观的过程--是培养上述动机的关键过程。借鉴自我决定理论，本文介绍了一个社会化模型，提出能力、相关性和自主性的需求满足是内化和成功社会化的重要近端结果。我们讨论了促进积极主动的员工队伍对当今充满活力的组织环境至关重要的理论和实践意义。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.