Does signaling high commitment to nonwork roles penalize newcomers at work?
通过两个情景实验，研究新员工表达对非工作角色高度投入时，管理者对其社会融入能力的评价，发现这反而会因感知温暖而提升评价，且家庭支持型组织更有利。
Abstract The exploration of newcomers' work‐nonwork preferences gains significance against the backdrop of recent shifts in individuals' life orientations. With a growing number of people aspiring to balance a successful career while maintaining active engagement in nonwork roles, understanding the implications of such endeavors becomes crucial for theory and managerial practice. This manuscript addresses this inquiry through two studies, utilizing vignette‐based scenarios, involving managers evaluating hypothetical new team members of their teams who signal high commitment in both work and nonwork roles. In Study 1, the findings reveal that participants perceived newcomers expressing high commitment to nonwork roles as more capable of socially integrating in the new team. This relationship was mediated by perceived warmth. In Study 2, we extend our investigation to the organizational context, discovering that participants in family‐supportive organizations evaluated newcomers signaling high commitment in both work and nonwork roles more positively, perceiving them as warmer. This contrasted with participants in family‐unsupportive organizations. Both studies contribute to outlining potential individual and organizational factors that can accelerate newcomers' social integration at work.