Helping Trajectories During Role Transitions: How They Vary and Why It Matters
研究员工在角色转换过程中帮助他人的时间轨迹，发现新人和内部转岗者的帮助轨迹呈倒U形，且受单位领导力和同伴规范影响，进而影响任务绩效、社会融入和离职意愿。
While those transitioning into a new work role often rely on others to assist them, over time they are likely to also provide assistance to others. Accordingly, we examine the trajectories that the provision of such help by those transitioning take over time, as well as key trajectory determinants and socialization-related outcomes. Extending the Temporal Theory of Organizational Citizenship Behavior (TTOCB), we argue and find that such trajectories vary as a function of both the nature of the transition (i.e., transitioning as an organizational incumbent versus as an organizational newcomer), as well as the leadership and normative characteristics of the unit joined. Specifically, we propose and find that both newcomers and transitioning incumbents exhibit an inverted U-shaped helping trajectory, with the trajectory being significantly flatter for transitioning incumbents. Moreover, unit-level supportive leadership and peer descriptive helping norms moderate these trajectories. For both newcomers and transitioning incumbents, the helping trajectory is flatter in units with higher levels of supportive leadership or peer descriptive helping norms. Consistent with these dynamics, we hypothesize and find that variations in helping trajectories are associated with different levels of task performance, social integration, and turnover intentions one year after role entry. Specifically, individuals exhibiting higher and flatter helping trajectories demonstrate higher task performance, greater social integration, and lower turnover intentions. Theoretical and practical implications are discussed.