Organizational socialization and ethical fit: A conceptual development by serendipity

Danielle Talbot, David Coldwell, Mervywn Williamson

Research output: Contribution to journalArticle

Abstract

Purpose: A significant and increasing number of graduate recruits take up employment for specific companies by virtue of their ethical reputation and profiles. As such, ethical fit has become an important dimension of the attraction and retention of graduates. However preconceived notions of a company’s ethical orientation obtained through the media and initial recruitment exercises may be challenged during the induction and socialization phases of organizational entry, such that people may find that the reputation is just an external façade leading to disappointment and a reassessment of the employer. Methodology: The study’s essential focus is on building a conceptual ethical-fit model and to
underline the need for further conceptual development in the area. The analysis of extant secondary data and the methodology of serendipity were used.
Findings: The model’s conceptual cogency and practical utility for HRM are analysed in the light of specific secondary data and specific propositions described.
Limitations: A major concern with conceptual models is empirical validity and practical utility which requires empirical testing. However, this limitation has been mitigated by the use of a serendipitous approach from a qualitative empirical study with a generalized P-O fit focus.
Originality: The paper contributes to the extant literature by building a dynamic conceptual model with attendant testable propositions that explore the implications of employee misalignment in pre-socialization anticipatory organizational ethical fit and post-socialization organizational ethical fit. More specifically, the study contributes to the extant literature by considering the socialization process in relation to ethical fit dynamics. It also considers it from the point of view of specific moral development theory and changing perceptions of ethical climate that occur during organizational socialization. Serendipitous material obtained from a qualitative study of P-O fit puts flesh on the bones of the effects of the socialization process on ethical fit described by the paper’s conceptual model while providing circumstantial evidence for the propositions and their practical utility for HR management.
LanguageEnglish
Pages(In-Press)
JournalPersonnel Review
Volume(In-Press)
Early online dateJan 2019
DOIs
StateE-pub ahead of print - Jan 2019

Fingerprint

Socialization
Moral Development
Climate
Serendipity
Organizational socialization
Bone and Bones
Conceptual model

Keywords

  • Qualitative
  • Serendipity
  • Ethical fit
  • Organizational socialization

Cite this

Talbot, D., Coldwell, D., & Williamson, M. (2019). Organizational socialization and ethical fit: A conceptual development by serendipity. Personnel Review, (In-Press), (In-Press). DOI: 10.1108/PR-11-2017-0347

Organizational socialization and ethical fit: A conceptual development by serendipity. / Talbot, Danielle; Coldwell, David; Williamson, Mervywn.

In: Personnel Review, Vol. (In-Press), 01.2019, p. (In-Press).

Research output: Contribution to journalArticle

Talbot, D, Coldwell, D & Williamson, M 2019, 'Organizational socialization and ethical fit: A conceptual development by serendipity' Personnel Review, vol. (In-Press), pp. (In-Press). DOI: 10.1108/PR-11-2017-0347
Talbot D, Coldwell D, Williamson M. Organizational socialization and ethical fit: A conceptual development by serendipity. Personnel Review. 2019 Jan;(In-Press):(In-Press). Available from, DOI: 10.1108/PR-11-2017-0347
Talbot, Danielle ; Coldwell, David ; Williamson, Mervywn. / Organizational socialization and ethical fit: A conceptual development by serendipity. In: Personnel Review. 2019 ; Vol. (In-Press). pp. (In-Press)
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