Organisational socialisation: differences in consequences between employees from nations with high and low uncertainty avoidance


SARAÇ M., Raina R., Chauhan R., MEYDAN B., Efil I.

INTERNATIONAL JOURNAL OF INDIAN CULTURE AND BUSINESS MANAGEMENT, vol.17, no.3, pp.283-306, 2018 (Peer-Reviewed Journal) identifier

  • Publication Type: Article / Article
  • Volume: 17 Issue: 3
  • Publication Date: 2018
  • Doi Number: 10.1504/ijicbm.2018.094583
  • Journal Name: INTERNATIONAL JOURNAL OF INDIAN CULTURE AND BUSINESS MANAGEMENT
  • Journal Indexes: Emerging Sources Citation Index
  • Page Numbers: pp.283-306

Abstract

This study assumes that the effect of organisational socialisation may be different in different cultural contexts and therefore, attempts to investigate the moderating effect of national culture value-uncertainty avoidance - on the relationship between institutionalised socialisation tactics and work-related attitudes by focusing the differences between Turkey and India. Using data collected simultaneously from India and Turkey, the authors conducted multi group structural equation modelling (SEM) approach to compare the research model across the two nations. The results indicate that the effects of institutionalised socialisation on normative commitment and intention to quit are stronger for employees from nation with low UA tendency while the effects of institutionalised socialisation on affective commitment, job satisfaction and organisational identification are stronger for employees from nation with high UA tendency.