The Communication in Socialization Process of the Organizations Succeeding in Building Employees’ Organizational Ambassadorship and the Employees' Organizational Identification

Abstract

This qualitative research was aimed to study 1) the organizational socialization process of the organizations succeeding in building employee ambassadorship and 2) the employees' organizational identification of those successful organizations. In-depth interviews with 4 executives and 20 employees from 4 voluntary organizations, which were successful in building the ambassadorship according to the Best Employers Awards 2019 - 2020, were conducted. The results showed that the organizations socialized their employees to be the ambassadors during probation and the after-probation periods.  The key socializing contents were related to beliefs in human potential, team potential, the organization and its customers, and the organization and society. The socialization process was applied at the following levels of interaction: management-employee, superior-subordinate, and coworker-coworker. The socialization tactics were applied in the following settings: collective and individual, formal and informal, investiture and divestiture, sequential and random, serial and disjunctive, and fixed and variable. As for the employees' perception, correspondingly, most of the employees accepted the organization’s values and cultures, as well as exercised these notions in their working habits; whereas, a certain number of young-generation employees negotiated the acceptance of these values and cultures with some suggestions and questions for additional clarifications. Regarding the employees' organizational identification, it was involved with personal attitudes, and according to the organizational expectations, and even beyond. In addition, the expressions of the employee’s organizational identification were influenced by their personal motives as well as reasons related to their organizations and the environment outside the organizations.