Fostering the Organisational Socialisation Process to Reduce Self‐Objectification: A Social Psychological Perspective for Studying Workplace Well‐Being

ABSTRACT Research on self‐objectification at work has increased significantly over the last decade. However, much remains to be done. In particular, we do not know enough about the role of organisational‐level factors in reducing self‐objectification. For these reasons, the present study aimed to examine the role of organisational socialisation as a predictor of employees' adjustment. Specifically, we examined the relationship between organisational socialisation and self‐objectification and whether this relationship spills over to indicators of distal adjustment (job satisfaction and turnover intentions). The results showed that when individuals felt competent, accepted by colleagues, and identified with their organisation, their self‐objectification decreased. Additionally, organisational socialisation was associated with positive outcomes (high job satisfaction and low turnover intentions) directly and indirectly through self‐objectification. In terms of practical applications, this study suggests that facilitating organisational socialisation can be an effective strategy to promote employee adjustment in terms of personal and professional outcomes.