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Integrating and working for a long time in a company is not easy for any individual, and therefore constitutes a decisive stage in the life of employees. The period following employee recruitment is characterized by an apprenticeship that will enable him or her to integrate effectively into the company and its work groups, thus referring to the concept of organizational socialization. Organizational socialization can be defined as a learning process which leads an individual to acquire the social knowledge and skills necessary to perform a task or to assume a function within an organization (Fisher, 1986; Van Maanen & Schein, 1979). For Lacaze & Perrot (2010), organizational socialization (henceforth, OS) is a process by which an individual is taught the role he must fulfill in the organization. As such, the individual would no longer be a subject of what he receives from the organization, but rather a learner who must master the corporate culture and its role in its new environment. OS thus refers to the acquisition of behaviors, values, beliefs and skills of all that is essential to fully exercise a function in the organization (Fisher, 1986; Van Maanen, 1976). A number of studies reveal that socialization has a decisive impact on the attitudes and behaviors of employees (Dufour & Frimousse, 2006; Perrot, 2009), in particular on the integration of new entrants into the organization, but also and especially the loyalty of the experienced or established to their work and to the social group in which they fit (Fisher, 1986; Bauer, Morrison & Callister, 1998)…


The socialization of employees in companies has been the subject of extensive research. However, knowledge on the subject still needs to be developed. Specifically, little is known about the integration and retention of new and established SME employees. Based on an exploratory qualitative approach carried out in Cameroonian SMEs, we present the stakes of socialization practices on the loyalty of employees. This work contributes to enriching knowledge on the practices of organizational socialization (OS), emphasizes its important role in employee loyalty thus guaranteeing a better performance of the company by preserving competent talents, minimization of the recruitment costs and a reduction of social dysfunctions.

  • organizational socialization
  • loyalty
  • employees
  • SMEs
  • Cameroon

Socialisation organisationnelle et fidélisation des salariés : une analyse à l’épreuve des faits dans les PME camerounaises

La socialisation des salariés dans les entreprises a déjà fait l’objet d’importants travaux de recherche. Toutefois, les connaissances sur le sujet méritent encore d’être développées. En particulier, on sait peu de choses sur l’intégration et la fidélisation des collaborateurs nouveaux et établis des PME. En se basant sur une approche qualitative exploratoire réalisée dans les PME camerounaises, nous présentons les enjeux des pratiques de socialisation sur la fidélisation des salariés. Ce travail, contribuant à enrichir les connaissances sur les pratiques de socialisation organisationnelle (SO), met en avant son rôle prépondérant à la fidélisation des salariés, garantissant ainsi une meilleure performance de l’entreprise par un maintien des talents compétents, une minimisation des coûts de recrutement et une réduction des dysfonctionnements sociaux.

  • socialisation organisationnelle
  • fidélisation
  • salaries
  • PME
  • Cameroun
Ben Boubakary
BEN BOUBAKARY is a Professor at the University of Yaounde II (Cameroon). His research mainly examines the relationships between organizational behavior and the performance of SMEs. They have given rise to several publications in scientific journals. The latest publication is that which appeared in the double n° 297-298 of the Revue des Sciences de Gestion, entitled “Influence des modes managériale sur la culture d’entreprise”. He is a member of several scientific networks, including RIODD, AIMS, CEREG, and LAREGO. His current research focuses, among other things, on entrepreneurial resilience, humanist management, the psychosocial profile of the leader and the performance of the company.
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