Doctor of Philosophy (PhD)
First Committee Member
Second Committee Member
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Number of Pages
This study delves into the theory of organizational socialization through a mixed methods exploratory explanatory design examining organizational symbolism and social capital to identify strategies to reduce new hire turnover in hospitality. Constructs within the study include role clarity, training, organizational and coworker support as well as future prospects. New literature was studied for developing theory. Seminal work on socialization by Van Maanen and Schein (1979), Feldman and March (1981), Jones (1986), and Taormina (1997), perceived organizational support from Eisenberger et al., (1986), self-efficacy from Bandura (1977), and organizational symbolism by Dandridge & Mitroff (1980) and Van Buskirk (1991) were examined and utilized towards scales in the survey instrument. Participants (n=42) were first interviewed followed by a 7-item likert scale questionnaire to participants (n=73) to examine organizational socialization within hospitality. Exploratory factor analysis and multiple regression analysis was used to analyze the data. Key findings yield that training, social capital, and role clarity were significant in reducing uncertainty and the formation of job expectations.
Organizataional support; Organizational socialization; Organizational symbolism; Person-organizational fit; Role clarity; Social capital
Business Administration, Management, and Operations | Work, Economy and Organizations
University of Nevada, Las Vegas
Yedlin, Jeffrey Michael, "Organizational Symbolism and Employee Immersion, a Mixed Methods Investigation of Organizational Socialization Efficacy in the Hotel Industry" (2020). UNLV Theses, Dissertations, Professional Papers, and Capstones. 3978.
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