Unlocking work engagement: harnessing social capital, proactive personalities and POS in newcomers’ organizational socialization

Purpose The purpose of this study is to investigate how social capital resources (SCRs), proactive personality and perceived organizational support (POS) influence work engagement during the organizational socialization process through the lens of self-determination theory (SDT). Design/methodology/approach Drawing upon a sample of newly hired employees from diverse industries, data was collected using self-report measures. A total of 619 respondents’ data were qualified for analysis. Regression analysis and structural equation modeling with the bootstrap method were used for hypothesis testing. Findings Results indicate that newcomers who used effective organizational socialization tactics (OSTs) experienced higher levels of work engagement. Moreover, SCRs were crucial in shaping the relationship between OSTs and work engagement. Specifically, newcomers with greater SCRs exhibited increased work engagement, enhancing effective OSTs’ positive impact. Furthermore, proactive personality and POS traits moderate the relationship between SCRs and work engagement. Newcomers with a proactive personality were more likely to leverage their SCRs, leading to higher work engagement effectively. Practical implications This study underscores the importance of promoting social connections, organizational support, proactivity and positive relationships to enhance employee work engagement and overall well-being in the Pakistani context. Originality/value This study examines how SCRs, proactive personality and POS influence work engagement during organizational socialization, a novel area in newcomer adjustment. It highlights the importance of strategic socialization and targeted onboarding programs that enhance SCRs and proactive personalities. By integrating SDT with the cultural context of Pakistani organizations, it offers unique insights for improving newcomer adjustment and engagement.