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dc.contributor.authorWatkins, Cen_NZ
dc.contributor.authorMooney, SKen_NZ
dc.date.accessioned2022-08-29T21:40:07Z
dc.date.available2022-08-29T21:40:07Z
dc.identifier.citationHospitality Insights, 6(1), 11-12. https://doi.org/10.24135/hi.v6i1.121
dc.identifier.issn2537-9267en_NZ
dc.identifier.urihttp://hdl.handle.net/10292/15402
dc.description.abstractThis article explores the onboarding process for new managers joining food and beverage organisations, and the role of Organisational Socialisation. Our study identified a heavy reliance on informal training practices, most frequently through on-the-job learning, meaning that newcomers were found to depended on their subordinates’ support to gain vital institutional information. To mitigate the disconnect between hiring and becoming an accepted leader, Human Resource Managers have an opportunity to adjust their managerial onboarding. en_NZ
dc.publisherSchool of Hospitality & Tourism, Auckland University of Technologyen_NZ
dc.relation.urihttp://dx.doi.org/10.24135/hi.v6i1.121en_NZ
dc.rightsCopyright (c) 2022 Hospitality Insights. Creative Commons License. This work is licensed under a Creative Commons Attribution 4.0 International License.
dc.titleOnboarding for New Managers? Yeah, nahen_NZ
dc.typeJournal Article
dc.rights.accessrightsOpenAccessen_NZ
dc.identifier.doi10.24135/hi.v6i1.121en_NZ
aut.relation.endpage12
aut.relation.issue1en_NZ
aut.relation.startpage11
aut.relation.volume6en_NZ
pubs.elements-id475106
aut.relation.journalHospitality Insightsen_NZ


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