Document Type : Research Paper

Authors

• Jaleh Farzaneh Hssanzadeh ¹
• Vahid Nasehifar ²

¹ Assistant Professor , Department of Business Administration, Faculty of Administration and Economics , Khayyam University ,Mashhad , Iran

² Professor , Department of Business Administration ,Faculty of Management and Accounting, Allame Tabataba’i University, Tehran,, Iran.

Abstract

This study investigates the role of organizational socialization in shaping newcomers’ identity within Iran’s electricity industry. Drawing on social identity theory, a conceptual model was developed in which organizational socialization strategies were considered as predictors, perceived social affirmation as a mediating variable, and person–group fit as a moderating variable. Data were collected through a quantitative survey of 150 newly recruited employees at the Tehran Regional Electricity Company. To test the hypotheses, the PROCESS Macro approach was employed to examine direct, mediating, and moderating effects. The findings revealed that organizational socialization positively and significantly influenced both team identity and organizational identity through the mediating role of perceived social affirmation. Moreover, person–group fit strengthened the relationship between social affirmation and team identity, but it did not show a significant moderating effect on organizational identity. These results enrich the literature on organizational behavior and human resource development by highlighting the importance of effective socialization strategies, supportive work environments, and value alignment in facilitating adaptation and identity formation among newcomers in public service organizations, particularly within the electricity sector.

Keywords

• Organizational Socialization
• Social Identity Theory
• Team Identity
• Person–Group Fit
• Social Validation

Main Subjects

• Human Resource Management