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date: 14 December 2019

Abstract and Keywords

The authors propose that the firm’s organizational culture and climate influence the focus, content, delivery mode, and group dynamics of employees’ entry process. In turn, the firm’s socialization, orientation, and training (SOT) programs align individuals’ behaviors with unit-level practices and procedures, individuals’ behaviors with organizational values and beliefs, and unit-level goals with organizational-level outcomes. In addition, it examines how changes in the organization’s performance cycle back to create changes in the organization’s culture and climate, particularly when (a) the organization is unsuccessful in attracting and retaining its top-choice recruits; (b) poor firm performance leads to changes in senior leadership; (c) poor firm performance forces top management to deal with major environmental changes; and (d) poor firm performance motivates senior leadership to seek out additional information about competitor firms. The chapter concludes with directions for future research and implications for management practice.

Keywords: organizational climate, organizational culture, organizational socialization, orientation programs, training programs

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