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Purpose The purpose of this study is to define the organizational socialization system as part of MCS and analyze how three organizational socialization mechanisms － belief system, supervisor mentoring, and peer mentoring － stimulate intrinsic motivation among organizational members related to task performance and influence organizational members’ organizational commitment and job performance through what mechanisms. Methodology To collect data for empirical analysis, a survey was conducted targeting the financial industry, and PLS－SEM was used for hypothesis testing. Findings It was found that both belief systems and supervisor mentoring have a significant positive effect on organizational members’ organizational commitment, while peer mentoring has a significant positive effect on organizational members’ job performance. Additionally, focusing on the motivational aspect of the organizational socialization system, the role of intrinsic motivation was verified. Intrinsic motivation was found to have a significant positive mediating effect between belief systems and peer mentoring and job performance. Implications Firstly, as an MCS that can affect the motivation of organizational members, the effectiveness of the organizational socialization system was verified. Secondly, three different organizational socialization systems were proposed, and the importance of each system was explained. Thirdly, given the changing environment, the study aimed to explain what control systems could improve organizational effectiveness, considering the changing nature of organizational characteristics.
Dasom Lee (Sun,) studied this question.