The primary purpose of organizational socialization is for new employees to embody the culture of the organization they are entering as quickly and thoroughly as possible, which increases employee satisfaction, productivity, job performance, and commitment. Organizations develop various procedures to influence the effectiveness and speed of new employee organizational socialization, including the induction process. The research questions of this thesis are: how do stakeholders of the induction process understand the concept of organizational socialization; what role does the induction process play in the organizational socialization of new employees in the studied company; and which factors in the onboarding process, according to stakeholders, influence the success of the organizational socialization of new employees. The methodology used in this thesis is qualitative, specifically the analysis of primary and secondary sources and conducting interviews with stakeholders involved in the induction process. The main findings of the thesis are that understanding organizational socialization is a complex and multifaceted concept interpreted differently by stakeholders, and that the induction process can significantly influence the success of new employee organizational socialization. The research showed that key influencing factors include: the competence of mentors, transparent communication during the induction process, structured and individualized induction programs, support from the HR department, and leadership involvement in developing strategies for integrating newcomers.
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