Nankai Business Review International

Organizational socialization, organizational identification and organizational citizenship

behavior: An empirical research of Chinese high-tech manufacturing enterprises
Jianhua Ge Xuemei Su Yan Zhou
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To cite this document:
Jianhua Ge Xuemei Su Yan Zhou, (2010),"Organizational socialization, organizational identification and
organizational citizenship behavior", Nankai Business Review International, Vol. 1 Iss 2 pp. 166 - 179
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NBRI
1,2 Organizational socialization,
organizational identification and
organizational citizenship
166
behavior
Received 3 December 2009
Revised 22 January 2010
An empirical research of Chinese high-tech
Accepted 19 February 2010 manufacturing enterprises
Jianhua Ge
Downloaded by SELCUK UNIVERSITY At 02:38 29 December 2014 (PT)

School of Business, Renmin University of China, Beijing, China

Xuemei Su
Department of Public Administration,
China Youth University for Political Science, Beijing, China, and
Yan Zhou
School of Business, Beijing Technology and Business University, Beijing, China

Abstract
Purpose This paper aims to: provide theoretical analysis and empirical study on the relationship
between organizational socialization and organizational citizenship behavior (OCB); analyze the mediating
role of organizational identification in their relationship; and draw from both of these to suggest practical
implications to organizations aiming to effectively socialize employees, and for employees themselves.
Design/methodology/approach First, the paper reviews the literature regarding organizational
socialization, OCB and organizational identification. Second, it develops a theoretical model linking
organizational socialization, organizational identification and OCB, and then proposes a series of
research hypotheses. Third, drawing on samples of seven high-tech manufacturing enterprises in China,
it tests hypotheses based on a series of measurement and statistical analysis.
Findings Organizational history, language, values and goals socialization are positively related to
OCB and organizational identification. Further, organizational identification fully mediates the
relationship between language, values and goals socialization and OCB, and partially mediates the
relationship between history socialization and OCB.
Research limitations/implications The cross-sectional design prevented the making of causal
statements. Data are from employees self-report, giving rise to concern about possible common source bias.
Originality/value The paper explores the relationships between organizational socialization and
OCB, and proposes and tests the mediating role of organizational identification.
Keywords Socialization, Citizenship, Organizational behaviour, China
Paper type Research paper

The authors would like to thank for funding support from Graduates Scientific Research
Nankai Business Review Founding in Renmin University of China (Project No. 10XNH079).
International
Vol. 1 No. 2, 2010 This is an authorised translated version (from the Mandarin) of the following paper: Ge, J. and
pp. 166-179 Su, X. (2010), Organizational socialization, organizational identification and organizational
q Emerald Group Publishing Limited
2040-8749
citizenship behaviour: an empirical research of Chinese tech-manufacturing firms, Nankai
DOI 10.1108/20408741011052573 Business Review, Vol 13 No.1, pp. 42-49.
 Introduction Organizational
Research in organizational socialization is currently in a young and developing stage. citizenship
Classic sources from Schein (1968) provided the initial framework for the development
of organizational socialization. In general, organizational socialization is concerned with behavior
the learning content and process by which an individual adjusts to a special role in an
organization. Research on organizational socialization helps to understand the stages
through which a newcomer passes as he or she adapts to new jobs and organizational 167
roles and hence participates as an organizational member. At a practical level,
organizational socialization can aid managerial interventions to train new employees
and instill organizational culture and values.
Approaches to studying organizational socialization involve organizational,
individual and interactionist perspectives (Gruman et al., 2006). From an integrated
perspective, organizational socialization is a continuous process in which individual
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and organization interact and influence with each other. On the one hand, it is a learning
progress through which individuals learn organizational unspoken values, norms,
informal networks and required skills. On the other hand, it is also a managerial process
whereby organziation can conform employees to follow and obey organizational values,
rules and in turn perform expected behaviors. As a consequence, socialization outcomes
are influenced by the interaction between organizational socialization tactics and
employees self-initiated or proactive behaviors (e.g. information seeking and
acquisition) (Allen and Meyer, 1990; Ashforth and Saks, 1996; Jones, 1986; Miller
and Jablin, 1991; Saks and Ashforth, 1997; Kim et al., 2005). Literatures toward
elaborating the content dimensions of the organizational socialization seems of diversity
but essentially no significant difference. Schein (1968) proposed socialization involved
several basic elements related to organization (e.g. goals and identity) and individual
role (e.g. responsibilities and behavior patterns). Following scholars focusing on
socialization content mostly expanded and developed on the two dimensions
(Fisher, 1986; Chao et al., 1994; Taormina and Bauer, 2000).
Organizational socialization have impacts on both organization and individual. Saks
and Ashforth (1997) developed an integrated multi-level process model of organizational
socialization, which indicated that organizational socialization influence a wide variety
of outcomes at the organization, group, and individual levels. At the individual level,
researchers have proposed and empirically tested a set of main-effect models, such as
higher job satisfaction, organizational commitment, turnover, and job performance
(Wang, 2007; Chao et al., 1994; Chatman, 1991; Major et al., 1995; Ostroff and Kozlowski,
1992). Meanwhile, a number of studies began to assess mediation. Scholars have found
that cognitive frame, self-efficacy, anxiety, and pressure mediate the socialization
programs and outcomes (Ashford and Black, 1996; Saks and Ashforth, 1996; Saks, 1995).
However, Saks and Ashforth (1997) noted that other than job performance and turnover,
few behaviors have been assessed in previous research. So, more emphasis should
be placed on behavioral outcomes, such as organizational citizenship behaviors (OCB)
and absenteeism. Cooper-Thomas and Anderson (2006) paid attentions to extra-role
performance as well, and pointed that OCB was not empirically tested in previous
socialization research.
This study was a response to calls to investigate the conceptual and empirical links
between employees organizational socialization and OCB (Saks and Ashforth, 1997;
Cooper-Thomas and Anderson, 2006). According to Schein (1968)s emphasis on the
 NBRI socialization content of organizational values, rules, and needed behavior patterns,
1,2 this paper examined the impact of organizational socialization related to values and
culture on OCB. Meanwhile, organizational socialization helps employees who enter
a new organization to accept membership and become an insider (Chao et al., 1994; Saks
and Ashforth, 1997; Wang, 2007). Thus, this paper added organizational identification
as a mediator into the relationship between socialization and OCB to investigate the
168 underlying mechanism.

Theory and hypotheses

Organizational socialization and OCB
Organizational socialization is the process by which an individual comes to understand
the values, abilities, expected behaviors, and social knowledge that are essential for
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assuming an organizational role and for participating as an organization member (Louis,

1980). Organizational history, language and symbols, values, and goals are crucial
content in this process. Chatman (1991) documented that the main outcome of
organizational socialization is person-organization fit in culture and values. Chao et al.
(1994) found six socialization dimensions performance proficiency, politics, language,
people, organizational values and goals, and history by a factor analysis. Values and
goals are central content of organizational culture, and ritual, language, symbols and
traditions are artifacts of organizational culture (Hatch, 1993; Schein, 1992). This
study concerns organizational socialization related to values and culture, according
to Chao et al. (1994), we selected three dimensions history, language and values and
goals as the content of socialization which were analyzed in this paper.
History socialization is a process of learning traditions, customs, myths, and rituals
in organization. Knowledge of history, as well as knowledge about the personal
backgrounds of particular organizational members, can help individual come to
understand what types of behaviors are appropriate or inappropriate in specific
interactions and circumstances (Schein, 1968). Language socialization not only
transmits professions technical language but also involves acronyms, slang, and jargon
that are unique to the organization. A certain base knowledge of organizational
language is the basic of effective communication with other members, and acquisition of
organization-specific language is one of the indicators of a certain organization member.
Values and goals socialization includes an understanding of the rules or principles
that maintain the integrity of the organization (Schein, 1968). Newcomers come to
understand unspoken rules, norms, and inform networks in this process. Socialization
is not only an important issue for organizational newcomers, but it is important for
established organizational members as well (Chao et al., 1994). Various and continuous
socialization tactics related to values and culture will be applied to keep control of
employees. In essence, management on organizational culture is an ongoing process
of values socialization.
OCB is individual behavior that is discretionary, not directly or explicitly recognized
by the formal reward system, and that in the aggregate promotes the effective
functioning of the organization (Katz, 1964; Smith et al., 1983; Organ, 1988). Studies
on OCB mainly focused on perceived organizational support (Wayne et al., 1997),
leader-member exchange (Liden and Graen, 1980) which are premised on social
exchange theory. Although Saks and Ashforth (1997) included OCB in their
organizational socialization model as an individual level outcome, in fact, OCB has
 not been tested in previous organizational socialization research. Cooper-Thomas and Organizational
Anderson (2006) proposed that values and goals socialization is positively associated citizenship
with extra-role performance (includes OCB), and they believed extra-role performance is
strongly related to individuals learning from colleagues, supervisor and mentor. behavior
Indeed, high level of values and goals, history, and language socialization will
promote a common understanding and internalization of organizational values and
goals, which motivate employees to perform OCB for personal and organizational goals. 169
Meanwhile, socialization contributes to employees understanding of organizational
tradition and language, thus help employees communicate with coworkers and
supervisors better, hence promote learning of OCB boundaries, coworker extra-role
performance norms, and supervisors actual performance criteria. Therefore, not only
the internalization of organizational values and goals will promote individuals OCB,
pursuing sound evaluation and future career development can bring individuals OCB
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as well. Therefore:
H1. History, language, values, and goals socialization is positively related to OCB.

Socialization and organizational identification

Organizational identification is defined as a perceived oneness with an organization and
the experience of the organizations successes and failures as ones own (Mael and
Ashforth, 1992). Organizational identity is closely related with organization members
identification. When individual defines himself using organizational identity, then
organizational identification occurs. At this moment, individual tends to interweave
himself with organization he belongs to, and identification involves shared prototypical
characteristics, virtues, and flaws as well (Mael and Tetrick, 1992).
During the socialization process of history, language, values and goals, individual
form perceived organizational identity a members beliefs about the distinctive,
central, and enduring attributes of the organization can serve as a powerful image
influencing the degree to which the member identifies with the organization (Dutton et al.,
1994). Socialization of organization history, unique language, and values and goals will
strengthen individuals organizational identification when the perceived organizational
identity is attractive to individual. Some studies have found that socialization has
positive effect on organizational identification. Hence:
H2. History, language, values, and goals socialization is positively related to
organizational identification.

The mediating role of organizational identification

Organizational identification is the perception of oneness with or belongingness to an
organization (Ashforth and Mael, 1989). Strong identification with the organization
helps the individual form his or her sense of self as an organizational member. When
people strongly identify with their work organization, their sense of survival is tied
to the organizations survival. Therefore, the employees are likely to focus on tasks
that benefit the whole organization rather than on purely self-interested ones. This is
OCB (Dutton et al., 1994).
Many previous studies demonstrated organizational identification is positively
related to OCB. Bergami and Bagozzi (2000) and Dukerich et al. (2002) found
that organizational identification has a significant positive impact on OCB.
 NBRI Meta-analysis from Riketta (2005) also indicated a positive correlation between
1,2 organizational identification and extra-role behavior. Members who have a high level of
organizational identification will think and act from the angle of group norms and
values, even if the work contract or control mechanism does not require explicitly, they
have fused the group norms and values with their self-concept. Therefore:
H3. Organizational identification is positively related to OCB.
170
Organizational history, language, and values and goals are the distinctive, central,
and enduring attributes of organization which are included in organizational identity
(Albert and Whetten, 1985). The process of socialization can promote the individual to
perceive and understand these attributes of organization, which provide the foundation
of organizational identification (Hatch and Schultz, 2002). Organizational identification
is one form of psychological attachment that occurs when members adopt the defining
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characteristics of the organization as defining characteristics for themselves.

Organizational identification enables members to contribute more frequently and
more freely to the organization and members efforts to benefit the organization result
in behaviors that are acts of obedience, loyalty, and participation. The stronger the
organizational identification, the more often a member exhibits OCB (Dutton et al., 1994).
Therefore, the influence of organizational socialization on OCB is caused by employees
organizational identification.
In sum, only when members adopt the defining characteristics of the organization
as defining characteristics for themselves, organizational identification as one form of
psychological attachment that occurs, can socialization inspires individuals to think and
act in accordance with organizational interests. Therefore:
H4. Organizational identification mediates the relationship between
organizational history, language, values, and goals socialization and OCB.

Method
Sample
We conducted a questionnaire survey on a sample consisted of employees from seven
high-tech manufacturing state-owned enterprises (SOE) located in a major city in South
China. We sent out 500 questionnaires in sum and distributed them to the enterprises
in average. Completed questionnaires returned to us were 422 and we were left with
390 valid after deleting the records with much missing data and obvious bias. The valid
response rate was 78 percent. In our sample, 60 percent were male, 83.9 percent obtained
Bachelor or higher degree, the mean age was 35.12 years, and the mean organizational
tenure was 13.38 years. This sample mainly reflects the long-tenure and
high-education characteristics of employees in SOEs.

Measures
All the variables were measured by Likert seven-point measurement range from one to
seven. 1 indicates strongly disagree, 7 indicates strongly agree. Variables associated
with our hypotheses in this research are OCB, organizational socialization, and
organizational identification.
OCB. To measure OCB, we used the revised scale (Wang, 2004), which had been
validated in Chinese Stat-owned enterprises. There are two dimensions in this
measurement of OCB: be warmed to organizational issues (three items) and be
 responsible for organizational issues (five items). In this research, the Cronbachs a of Organizational
these two dimensions are 0.785 and 0.839, respectively. citizenship
History, language, and values and goals socialization. We adopted the items of three
factors of organizational socialization from Chao et al. (1994). History socialization behavior
includes five items such as I know the organizations long-held tradition, I am familiar
with the history of my organization. Language socialization includes five items such as
I understand the specific meanings of words and jargon in my trade/profession, 171
I understand what most of the acronyms and abbreviations of my trade/profession
mean. Values and goals socialization includes seven items such as I understand the
goals of my organization, I would be a good example of an employee who represents
my organizations values. The Cronbachs a of these three dimensions are 0.862, 0.802,
and 0.902, respectively.
Organizational identification. A Chinese version of a six-item scale of organizational
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identification (Mael and Ashforth, 1992) was used. Two sample items are, When
someone criticizes the enterprise, it feels like a personal insult, This enterprises
successes are my successes. Two professors whose realm is organizational behavior
determine the Chinese translation of these items finally after a two-way translation
conducted by three PhD candidates majored in management.
Control variables. According to previous research on OCB, we controlled for
demographic variables including gender, age, educational level, and organizational
tenure (in terms of number of years). Specifically, gender was assigned as a binary
dummy variable (male 1, female 0). Age and organizational tenure were measured
in terms of number of years. Educational level was measured in five categories:
(1) primary school;
(2) junior high school;
(3) senior high school;
(4) Bachelors degree; and
(5) Masters or doctoral degree, and it was treated as a continuous scale.

A three-step process of analysis with Lisrel8.5 and Spss13.0 were employed to test our
hypotheses. In the first step, we conducted confirmatory factor analysis (CFA) to verify
the distinctiveness of the variables in this study. In the second step, we used correlation
and regression analysis to test H1-H3. Finally, we used a model comparison procedure
to evaluate our structural equation models (SEM) and test H4.

Results
CFA on discriminant validity
To avoid the problem that SEM model cannot be identified, according to Wang et al.
(2005, 2009) and Chen et al. (2006), we used two dimensions of OCB as its indicators.
For history socialization, we randomly averaged the five items of this measure to form
three indicators. Similarly, we averaged the items of language socialization, values and
goals socialization and organizational identification to from three indicators,
respectively. And then, we conducted a dimension-level CFA including all the latent
variables with the new indicators. Table I presents the CFA results. As shown, the fit
indexes supported the hypothesized four-factor model, providing evidence of the
 NBRI construct distinctiveness of history socialization, language socialization, values and
1,2 goals socialization, organizational identification and OCB.

Correlations and regression analysis

Table II shows the correlation of the five latent variables which is estimated based on
SEM. The correlations of all the variables are significant ( p , 0.01) which provided
172 preliminary evidence to support H1-H3.
For controlling the relating variables, we then incorporated the control variables into
analysis. Table III presents the means, standard deviations, and zero-order correlations
(calculated from measurement score directly) of all the studied variables. History
socialization, language socialization, values and goals socialization correlated
significantly with organizational identification and OCB, respectively, and
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organizational identification correlated significantly with OCB.

In addition, in the regression analysis, when gender, age, educational level, and
organizational tenure were controlled, history socialization (b 0.150, p , 0.01),
language socialization (b 0.144, p , 0.01) and values and goals socialization
(b 0.536, p , 0.01) had positive relationships with organizational identification. They
also had positive relationships with OCB (b 0.150, p , 0.01; b 0.109, p , 0.05;
b 0.425, p , 0.01). Organizational identification had positive relationship with OCB
(b 0.609, p , 0.01) as well. In summary, H1-H3 were supported.

SEM analysis on mediating effect

H4, which predicts that organizational identification mediates the relationship among
the three types of socialization and OCB, was tested through a series of nested model
comparisons. Table IV shows the results.

Model x2 df ex2 x2/df RMSEA GFI CFI NNFI

Five-factor: HS; LS; VS; OI; OCB 175.57 67 2.62 0.065 0.94 0.98 0.97
Three-factor: HS LS VS; OI; OCB 876 74 700.74 * 11.84 0.76 0.76 0.85 0.82
Two-factor: HS LS VS OI; OCB 1,422.76 76 1,247.19 * 18.72 0.66 0.66 0.79 0.75
Two-factor: HS LS VS OCB; OI 1,188.44 76 1,012.87 * 15.64 0.70 0.70 0.82 0.78
One-factor: HS LS VS OI OCB 1,464.28 77 1,288.71 * 19.02 0.65 0.65 0.78 0.74
Table I.
Comparisons Notes: *p , 0.001; HS, history socialization; LS, language socialization; VS, values and goals
of measurement models socialization; OI, organizational identification; means two factors were combined into one factor

Variables 1 2 3 4 5

1. History socialization (0.86)

2. Language socialization 0.36 * (0.78)
3. Values and goals socialization 0.56 * 0.51 * (0.88)
4. Organizational identification 0.44 * 0.36 * 0.73 * (0.87)
Table II. 5. OCB 0.52 * 0.47 * 0.70 * 0.85 * (0.78)
Correlations of the
latent variables Notes: *p , 0.01; n 390; reliability coefficients for the scales are in parentheses along the diagonal
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Variables Mean SD 1 2 3 4 5 6 7 8

1. Gender 0.60 0.49

2. Age 35.12 8.31 20.016
3. Educational level 3.93 0.58 0.177 * * 20.260 * *
4. Organizational tenure 13.38 9.90 20.088 0.870 * * 2 0.340 * *
5. History socialization 5.22 1.06 0.069 0.287 * * 0.127 * 0.282 * *
6. Language socialization 5.30 0.91 0.081 0.091 0.218 * * 0.075 0.483 * *
7. Values and goals socialization 5.17 0.89 0.067 0.136 * * 0.050 0.147 * * 0.525 * * 0.356 * *
8. Organizational identification 5.23 1.07 20.009 20.003 0.002 0.022 0.355 * * 0.283 * * 0.611 * *
9. OCB 5.62 0.81 0.002 0.057 0.061 0.071 0.405 * * 0.321 * * 0.531 * * 0.610 * *
a
Notes: *p , 0.05, * *p , 0.01; n 390
citizenship
Organizational

correlations
Means, standard
behavior

deviations, and
Table III.
173
 NBRI
Model x2 df ex2 x2/df RMSEA GFI CFI NNFI
1,2
Partial mediation: M1 212.34 67 3.17 0.075 0.93 0.97 0.96
Full mediation: M2 243.44 70 31.1 * * 3.48 0.080 0.92 0.97 0.96
Direct effect: M3 273.51 68 61.17 * * 4.02 0.088 0.91 0.96 0.95
Partial mediation: M4 217.08 69 4.74 3.15 0.074 0.93 0.97 0.97
174 Partial mediation: M5 227.19 69 14.85 * * 3.29 0.077 0.92 0.97 0.96
Partial mediation: M6 234.46 69 22.12 * * 3.40 0.079 0.92 0.97 0.96
Partial mediation: M7 214.99 68 2.65 3.16 0.075 0.93 0.97 0.96
Partial mediation: M8 214.82 68 2.48 3.16 0.075 0.93 0.97 0.96
Partial mediation: M9 220.65 68 8.31 * 3.24 0.076 0.93 0.97 0.96
Table IV.
Comparison of SEM Notes: *p , 0.01; * *p , 0.001
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Model 1 represents a partial mediation model of all the three types of socialization (M1:
HS ! OI ! OCB, HS ! OCB; LS ! OI ! OCB, LS ! OCB; VS ! OI ! OCB,
VS ! OCB). Against this model, we tested seven nested models: full mediation
model (M2: HS ! OI ! OCB; LS ! OI ! OCB; VS ! OI ! OCB); direct effect model
(M3: HS ! LS ! VS ! OCB); partial mediation model (M4: HS ! OI ! OCB,
HS ! OCB; LS ! OI ! OCB; VS ! OI ! OCB; M5: LS ! OI ! OCB, LS ! OCB;
HS ! OI ! OCB; VS ! OI ! OCB; M6: VS ! OI ! OCB, VS ! OCB;
HS ! OI ! OCB; LS ! OI ! OCB; M7: HS ! OI ! OCB, HS ! OCB;
LS ! OI ! OCB, LS ! OCB; VS ! OI ! OCB; M8: HS ! OI ! OCB, HS ! OCB;
VS ! OI ! OCB, VS ! OCB; LS ! OI ! OCB; M9: LS ! OI ! OCB, LS ! OCB;
VS ! OI ! OCB, VS ! OCB; HS ! OI ! OCB). As Table IV shows, the ex2 is
significant for M1 compared with M2, M3, M5, M6, or M9. Based on the comparison of
x2/df and RMSEA, we accepted M1, M4, M7, and M8 for future comparison.
The differences of fit indexes in the four models were not significant, so we further
assessed the relationships of the variables. First, we compared the path coefficients of
the models. In M1, history socialization was related to organizational identification
(b 0.43, p , 0.01) and OCB (b 0.20, p , 0.01); language socialization was related to
organizational identification (b 0.17, p , 0.05), but the coefficient of the path to OCB
is not significant (b 0.09, p . 0.05); values and goals socialization was related
to organizational identification (b 0.70, p , 0.01), but the coefficient of the path to
OCB is not significant (b 0.12, p . 0.05). In M4, history socialization was related to
organizational identification (b 0.25, p , 0.05) and OCB (b 0.23, p , 0.05). In M7,
history socialization was related to OCB (b 0.23, p , 0.05), while language
socialization was not related to OCB (b 0.11, p . 0.05). In M8, history socialization
was still related to OCB (b 0.20, p , 0.05), and values and goals socialization was no
longer related to OCB (b 0.07, p . 0.05). Based on the comparison of fit indexes and
path coefficients, we accepted M4 under the principle of model parsimony.
For assessing the mediation directly, according to the framework suggested by
Baron and Kenny (1986), we further compared the role of organizational identification in
full-mediation model and partial-mediation model:
. The coefficient of the path from history socialization to OCB decrease from 0.59
( p , 0.01) to 0.33 ( p , 0.01) when organizational identification was controlled,
 but it is still significant, so organizational identification here was partially Organizational
mediating. citizenship
.
The significant coefficient of the path from language socialization to OCB behavior
(b 0.56, p , 0.01) became insignificant when organizational identification was
controlled (b 0.13, p . 0.05). So, organizational identification fully mediated
the relationship between language socialization and OCB.
.
Similarly, the pre-significant coefficient of the path from values and goals
175
socialization to OCB (b 0.56, p , 0.01) was no longer significant (b 0.13,
p . 0.05) when identification was controlled, so organizational identification
was a full-mediator here.

In sum, we accepted M4 and concluded that organizational identification fully mediated

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the relationships between language socialization and OCB, values and goals
socialization and OCB, while the relationship between history socialization and OCB
was partially mediated by organizational identification. H4 is partially supported.
Figure 1 shows the coefficients of the paths.

Discussion and conclusions

This paper studied the effects and the mechanism of organizational history, language,
and values and goals socialization on OCB, especially the mediation of organizational
identification. First, we proposed four hypotheses on the basis of literature review and
logical deduction, and then tested the hypotheses through correlation analysis,
hierarchical regression and SEM. The research found that:
.
history, language, and values and goals socialization have positive effects on
OCB and organizational identification, H1 and H2 are supported;
.
organizational identification has a positive effect on OCB, H3 is supported; and
.
organizational identification fully mediates the relationship between language
socialization, values and goals socialization and OCB, and partially mediates the
relationship between history socialization and OCB, H4 is partially supported.
In summary, the empirical research generally supports the hypotheses.

Language
socialization
0.37*

0.66**
Values and goals 0.68* Organizational Organizational
socialization identification citizenship behavior

History 0.25*
Figure 1.
socialization Results of SEM on the
mediating effect of
0.23* organizational
identification
Notes: *p < 0.05; **p < 0.01
 NBRI Contributions and implications
1,2 Previous organizational socialization literature less concerned about OCB as a outcome
variable, this paper studied the effects of history, language, values and goals
socialization on OCB, and found that history, language, values and goals socialization
really have positive effects on OCB, and organizational identification plays as an
mediating role in the relationships. According to social identity theory, the socialization
176 of history, language, values and goals is a process helps employees to form
self-categorization, organization membership, and organizational identification. In this
process, traditions, unique languages, and values and goals in organization will present
organizational identity to employees. When a persons self-concept contains the same
attributes as those in the perceived organizational identity, this cognitive connection
is organizational identification. The greater the attractiveness of the perceived
organizational identity, the stronger a persons organizational identification, and the
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more OCB it brings about. In our findings, history socialization has a direct effect on OCB
in addition to the mediation of organizational identification. Possible explanation is that
history socialization helps employees learn about organizational traditions, including
the incentives on OCB, such as a better evaluation, pay increase, promotion, etc. Based
on such expectations of future benefits, the employees may also perform OCB, which
may be the effect of impression management (Bolino, 1999).
This study may have some practical implications. Overall, our findings
suggest successful organizational socialization based on employees organizational
identification, especially the socialization of organizational values and goals. Presently,
many enterprises often put forward a set of corporate culture regardless of the current
cultural foundation in the corporate. Socialization of these superficial culture and values
can only produce slogans rather than identification. As a consequence, organizational
socialization may fail to affect attitudes and behaviors. Effective cultural management
which is based on identification should seek resources from the sharing social
consciousness, understand the mental schema of most members and hence discover
a value system that not only is consistent with the leaders intention but also have
intersection with employees consciousness. On this basis, the socialization of cultural
values could possibly succeed. And only in this way, can organizations really help
employees to obtain meaning in their work and then induce behaviors consistent with
organizational goals. Additionally, the findings of the relationship between history
socialization and OCB indicate that typical employees who perform OCB should be
given proper incentives and publicity, so that OCB will be induced from more employees.

Limitations and future research

Some limitation of our research should be acknowledged. First, the cross-sectional
design of our study prevented us from making causal statements of the nature that
longitudinal studies would allow. Future research should engage longitudinal designs
wherein both qualitative and quantitative data are collected over repeated observations.
Second, the data are from employees self-report, giving rise to concern about possible
common source bias. This may magnify inappropriately the relationship between
variables and these issues are needed to be controlled by possible measures in further
research. Thirdly, the external validity of this study is affected for that the sample and
data is only collected from SOE in high-tech manufacturing industry.
 Future research can be expanded in the following aspects. The first is the Organizational
combination of tactics and contents in organizational socialization. It is very valuable to citizenship
study the impact of organizational socialization strategy selection on the outcome of
socialization according to different content of socialization. Second, researches about the behavior
mechanisms of socialization, including mediator variables and moderator variables,
should be more systematic and enriched. Analysis of these mechanisms can provide a
more direct reference and inspiration for management practices. In the meantime, 177
researches on organizational culture and values can give more consideration to
organizational identification, which may make researches of organizational culture
more desirable and better able to explain the reality.

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About the authors

Jianhua Ge is a Doctoral candidate in Organizational Theory at the School of Business in Renmin
University of China. His research interests are in the area of institutional theory, organizational
identity, and Chinese theory of management. Jianhua Ge is the corresponding author and can be
contacted at: shishuige@gmail.com
Xuemei Su is a Lecturer in Public Administration at China Youth University for Political
Science. She holds a Doctoral degree in Management from Renmin University of China.
Her research interests are in the areas of organizational identification.
Yan Zhou is a Lecturer in Business Management at Beijing Technology and Business
University. She holds a Doctoral degree in Management from Renmin University of China.
Her research interests are in the areas of organization theory and institutional management.

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