Employees' early work experiences in an organization can significantly affect their socialization. Much of the research on this topic has documented how certain organization-wide practices succeed or fail in making newcomers so-called good citizens, but little is known about how different early experiences lead to varied socialization outcomes. In a new study, researchers examined the impact of early project team assignments on newcomers' career kickoffs. They found that those assigned to more complex projects during this phase had better outcomes later in their careers.
The study, by researchers at Carnegie Mellon University and the University of Kentucky, appears in Academy of Management Journal.
"It is critical to explore organizational socialization practices that simultaneously support newcomers' on-the-job learning and drive their status attainment, and to identify the conditions under which these practices yield optimal outcomes," explains David Krackhardt, professor of organizations at Carnegie Mellon's Heinz College, who coauthored the study. "This is especially important in the dynamic and rapidly evolving high-tech industry, where early career experiences can have a profound and enduring impact on employees' future performance and career progression, and the value they bring to their organizations."
New hires are a growing part of many organizations' workforce: Nearly a quarter of U.S. workers have been with their employer for less than a year, according to the U.S. Bureau of Labor Statistics. The initial phase of an employee's tenure is crucial because has the potential to exert far-reaching effects on careers over the long term.
In this study, researchers used longitudinal archival data from a private high-tech Chinese company focused on the research, development, and commercialization of new products in the space industry. Between January 2020 and December 2022, the firm randomly assigned more than 500 employees to projects during their first two years on the job.
The study sought to answer three questions: What features of on-the- job experiences generate early career benefits for newcomers? Through what mechanisms do these benefits occur? Who is best positioned to capitalize on these experiences?
New employees who were assigned to more complex projects obtained more professional certifications, reported higher levels of learning, and appeared more frequently in the company's newsletters than did new employees assigned to less complex projects, the study found. These outcomes were associated with higher promotion rates, increased monetary rewards, and better supervisor evaluations.
The study also found that previous experience in a similar industry amplified the positive effects of project complexity on employees' learning and status attainment. Researchers concluded that these two aspects of socialization—learning and status achievement—were fundamentally independent of one another.
"Our study is the first to consider status attainment as a key indicator of successful socialization by examining how on-the-job experiences during the entry period influence newcomers' integration into an organization's informal status hierarchy," says Nynke Niezink, assistant professor of statistics and data science at Carnegie Mellon and an affiliated member of the faculty of Heinz college, who coauthored the study. "Our findings underscore the pivotal role of early assignments in shaping newcomers' career development."
"Being assigned to projects with high coordination and component complexity gives newcomers substantial learning and status benefits, which subsequently unfold as advantages to promotion and performance," adds Shihan Li, assistant professor of management at the University of Kentucky's Gatton College of Business and Economics, who led the study. "And prior accumulated human capital plays a crucial role in enabling newcomers to effectively capitalize on their assignments to complex projects."
Among the study's limitations, the authors note that their measures of status may not fully capture the nuances that exist in all firms. In addition, they did not consider such factors as intrinsic motivation and a sense of meaningfulness in work.
