Organizational and cultural entry: A new type of orientation program for multiple boundary crossings.

Results show that Participants in the new orientation program had lower pre-entry expectations, felt less stressed, and reported higher levels of academic and interaction adjustment at 6 and 9 months post-entry than participants in the traditional orientation program.

Abstract

A longitudinal field experiment was designed to test the efficacy of a new type of orientation program in facilitating sojourners' organizational and cultural entry. Focused on stress coping, this new approach to orientation has the following features: (a) a thorough needs assessment identified the major stressors from both organizational and cultural entry, (b) sojourners were provided with realistic information regarding their future tasks and environment, and (c) sojourners were taught various coping skills to handle the major stressors. Seventy-two new graduate students from Asia entering a large midwestern public university in the United States were randomly assigned to either a traditional orientation program or the new program. The participants were assessed immediately after the orientation, as well as at 1, 3, 6, and 9 months post-entry. Results show that participants in the new orientation program had lower pre-entry expectations, felt less stressed, and reported higher levels of academic and interaction adjustment at 6 and 9 months post-entry than participants in the traditional orientation program. Many of the beneficial effects from the new orientation experience were not immediately apparent; rather, they emerged over time. Sojourner stress was found to mediate some of the treatment effects, as predicted.