工商管理学院知识库

新员工是组织人力资源的关键组成部分，是企业成长和发展的动力源泉，在当今变化频繁且复杂的工作环境中，新员工常常对融入团队感到焦虑，需要领导支持和信息沟通来减少不确定性。同时，领导者也需要根据新员工特征来调整管理策略，更好地满足其适应需求，以提高新员工稳定性、留住人才，可见领导-新员工匹配对于提升新员工职业满意度、促进组织绩效和凝聚力具有重要作用。据此研究拟以刚进入组织六个月以内的新员工为切入点，通过领导-新员工二元视角，基于调节匹配理论，搭建领导调节焦点与新员工解释水平匹配对新员工组织社会化的影响框架，探讨领导调节焦点与新员工解释水平如何匹配才能有效促进新员工组织社会化，及共享现实在模型框架中的中介作用和任务复杂性的调节作用。

本文针对研究模型进行研究设计和数据分析，通过对65个领导与251位新员工的三阶段调查，进行多项式回归和响应面分析得出研究结论，结果表明：促进焦点领导与高解释水平新员工相匹配、防御焦点领导与低解释水平新员工相匹配才能促进共享现实创造。其中，一致性情况下“促进焦点领导—高解释水平新员工”比“防御焦点领导—低解释水平新员工”更能激发共享现实创造，匹配不一致的情况下，“促进焦点领导—低解释水平新员工”比“防御焦点领导—高解释水平新员工”更能激发共享现实创造的影响作用不显著。共享现实在领导调节焦点与新员工解释水平匹配对新员工角色清晰度和社会整合的影响作用中发挥中介作用，但其在领导调节焦点与新员工解释水平匹配对新员工任务掌握的影响效应中不具有中介作用。任务复杂性在领导调节焦点与新员工解释水平匹配对共享现实的影响机制中发挥正向调节作用，领导-新员工形成匹配组合后，团队任务复杂性越高，越有助于共享现实形成。被调节的中介作用表明任务复杂性在领导调节焦点与新员工解释水平匹配通过共享现实影响角色清晰度和社会整合的中介机制中具有正向调节作用，在领导调节焦点与新员工解释水平匹配通过共享现实影响任务掌握的中介机制中不具有调节作用。

最后，研究根据实证分析结果，结合实际企业管理提出建议和对策，希望能够通过恰当的领导-新员工匹配方式促进新员工组织社会化进程，减少企业人才流失，提升新员工的适应能力和归属感。并且研究对本文的局限性进行归纳，据此对今后的研究方向进行了展望，希望能对未来新员工组织社会化的相关研究提供经验启示。

Newcomers are a key component of an organization's human resources, and they are the driving force for business growth and development. In the frequently changing and complex work environment, newcomers often feel anxious about integrating into the team, and they need leadership support and information communication to reduce uncertainty. At same time, leaders also need to adjust their management strategies based on the characteristics of newcomers to better meet their adaptation needs. Therefore, the leader-newcomers match crucial for enhancing newcomers' job satisfaction, promoting organizational performance, and cohesion. Accordingly, this study focuses on newcomers who have been in the organization for less six months, and through the leader-newcomer dyadic perspective, based on the theory of regulatory fit, it establishes a framework for the impact of the match between leader's regulatory focus and the newcomer's construal level on the newcomer's organizational socialization. It explores how the match between the leader's regulatory and the newcomer's construal level can effectively promote the newcomer's organizational socialization, as well as the mediating role of shared reality in the framework and the moderating role of task complexity.

This paper studies research design and data analysis for the research model, and through a three-stage survey of 65 pairs of leaders and 25 new employees，the study conclusion is obtained by polynomial regression and response surface analysis. The results show that:the fit between promotion focused leaders and high construal level newcomers, as well as the fit between prevention-focused leaders and low construal level newcomers, can promote the organizational socialization of newcomers, positively affecting shared reality. Among them, in the case of congruence,"promotion-focus leader and high construal level new employees" is more likely to stimulate the creation of shared reality than "prevention-focus leader and low construal level new employees". The "promotion-focus leaders and low construal level new employees" is not significant in the case of ingruence. Shared reality plays a mediating role in the impact of the fit between leaders' regulatory focus and new employees' construal level on new employees' role clarity and social integration, but it does not play a mediating role in the impact of the fit between leaders' regulatory focus and new employees' construal level on new employees' task mastery. Task complexity moderates the impact of the fit between leaders' regulatory and newcomers' construal level on shared reality, and after the leader-newcomers fit is formed, the higher the team task complexity, the more likely a shared reality will be formed.The moderated mediation effect shows that task complexity plays a positive moderating role in the mediating mechanism of the fit between leaders' regulatory focus and new employees' construal level affecting role clarity and social integration through shared reality, and it does not play a moderating role in the mechanism of the fit between leaders' regulatory focus and new employees' construal level affecting task mastery through shared reality.

Finally, the study puts forward suggestions and countermeasures based on the results of empirical analysis and practical enterprise management, hoping to promote the social process of newcomers in the organization, reduce the loss of talent in enterprises, and enhance the adaptability and sense of belonging of newcomers by appropriately matching leaders and newcomers. Furthermore, the study concludes with a summary of the limitations of this paper and an outlook on future research directions, hoping to provide empirical enlightenment for future research on the socialization of new employees.