{"id":{"repo_id":"utc","oai_identifier":"oai:scholar.utc.edu:theses-2237"},"canonical_url":"https://search.dev.ndltd.org/etd/utc/oai:scholar.utc.edu:theses-2237","repository":{"repo_id":"utc","name":"University of Tennessee - Chattanooga","base_url":"https://scholar.utc.edu/do/oai/"},"display":{"title":"An evaluation of the onboarding ambassador program, how sense of belonging impacts quit intentions","abstract":"The purpose of this study was to determine the effectiveness of the hospital’s onboarding ambassador program. The problem to be investigated was the rate of organizational members quitting within the first year of employment. The goal of learning from the program evaluation was to understand how the onboarding ambassador program and sense of belonging affected quit intentions among newcomers. Organizational socialization, also referred to as onboarding, is a crucial aspect of a newcomer’s experience as they acclimate to a new organization. The onboarding experience is a newcomer’s first impression of the organization (Cesário & Chambel, 2019). Effective onboarding provides role clarity, confidence, and social acceptance (Bauer et al., 2007). Members may also learn informal rules and expectations from colleagues as they transition from an organizational outsider to an insider. According to Allen (2006), ineffective onboarding may lead to quit intentions when the member’s or the organization’s expectations are not met. Evaluating the onboarding ambassador program served as the framework for this study. The onboarding ambassador program was a socialization program which paired newcomers with organizational members. Qualitative and quantitative data, collected through survey instruments and historical data, were used to measure the effectiveness of the onboarding ambassador program. Findings suggest the onboarding ambassador program was ineffective in reducing turnover and increasing member engagement. Contributions to program fidelity determined whether the program was executed as intended. The evaluation of this study highlights the importance of stakeholder buy-in and program adherence.","abstract_html":"The purpose of this study was to determine the effectiveness of the hospital’s onboarding ambassador program. The problem to be investigated was the rate of organizational members quitting within the first year of employment. The goal of learning from the program evaluation was to understand how the onboarding ambassador program and sense of belonging affected quit intentions among newcomers. Organizational socialization, also referred to as onboarding, is a crucial aspect of a newcomer’s experience as they acclimate to a new organization. The onboarding experience is a newcomer’s first impression of the organization (Cesário & Chambel, 2019). Effective onboarding provides role clarity, confidence, and social acceptance (Bauer et al., 2007). Members may also learn informal rules and expectations from colleagues as they transition from an organizational outsider to an insider. According to Allen (2006), ineffective onboarding may lead to quit intentions when the member’s or the organization’s expectations are not met. Evaluating the onboarding ambassador program served as the framework for this study. The onboarding ambassador program was a socialization program which paired newcomers with organizational members. Qualitative and quantitative data, collected through survey instruments and historical data, were used to measure the effectiveness of the onboarding ambassador program. Findings suggest the onboarding ambassador program was ineffective in reducing turnover and increasing member engagement. Contributions to program fidelity determined whether the program was executed as intended. The evaluation of this study highlights the importance of stakeholder buy-in and program adherence.","abstract_has_math":false,"creators":["Lackey, Utamu"],"institution":"University of Tennessee at Chattanooga","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Taylor, Jessica N.","Crawford, Elizabeth K.; Rausch, David W.","College of Health, Education, and Professional Studies"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":null,"date_issued":"","date_published":null,"updated_at":"2026-07-24T05:47:28Z","subjects":["Employee retention","Labor turnover","Organizational sociology--Research"],"languages":["English","eng"],"rights":[],"rights_urls":["http://rightsstatements.org/vocab/InC/1.0/"],"identifier_entries":[]},"links":{"outbound_url":"https://scholar.utc.edu/theses/1050","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Taylor, Jessica N.","Crawford, Elizabeth K.; Rausch, David W.","College of Health, Education, and Professional Studies"]},{"key":"dc:creator","label":"Author","values":["Lackey, Utamu"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2026-05-01T07:00:00Z"]},{"key":"dc:publisher","label":"Institution","values":["University of Tennessee at Chattanooga","Chattanooga (Tenn.)"]},{"key":"dc:relation","label":"Dc Relation","values":["Masters Theses and Doctoral Dissertations"]},{"key":"dc:type","label":"Dc Type","values":["Doctoral dissertations","Text"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Employee retention","Labor turnover","Organizational sociology--Research"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English","eng"]},{"key":"dc:rights","label":"Dc Rights","values":["http://rightsstatements.org/vocab/InC/1.0/"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://scholar.utc.edu/theses/1050"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Dept. of Applied Leadership and Learning","Ed. D.; A research project of practice submitted to the faculty of the University of Tennessee at Chattanooga in partial fulfillment of the requirements of the degree of Doctor of Education."]},{"key":"dc:description.abstract","label":"Abstract","values":["The purpose of this study was to determine the effectiveness of the hospital’s onboarding ambassador program. The problem to be investigated was the rate of organizational members quitting within the first year of employment. The goal of learning from the program evaluation was to understand how the onboarding ambassador program and sense of belonging affected quit intentions among newcomers. Organizational socialization, also referred to as onboarding, is a crucial aspect of a newcomer’s experience as they acclimate to a new organization. The onboarding experience is a newcomer’s first impression of the organization (Cesário & Chambel, 2019). Effective onboarding provides role clarity, confidence, and social acceptance (Bauer et al., 2007). Members may also learn informal rules and expectations from colleagues as they transition from an organizational outsider to an insider. According to Allen (2006), ineffective onboarding may lead to quit intentions when the member’s or the organization’s expectations are not met. Evaluating the onboarding ambassador program served as the framework for this study. The onboarding ambassador program was a socialization program which paired newcomers with organizational members. Qualitative and quantitative data, collected through survey instruments and historical data, were used to measure the effectiveness of the onboarding ambassador program. Findings suggest the onboarding ambassador program was ineffective in reducing turnover and increasing member engagement. Contributions to program fidelity determined whether the program was executed as intended. The evaluation of this study highlights the importance of stakeholder buy-in and program adherence."]},{"key":"dc:title","label":"Title","values":["An evaluation of the onboarding ambassador program, how sense of belonging impacts quit intentions"]}]}],"canonical_facts":{"dc:contributor":["Taylor, Jessica N.","Crawford, Elizabeth K.; Rausch, David W.","College of Health, Education, and Professional Studies"],"dc:creator":["Lackey, Utamu"],"dc:date":["2026-05-01T07:00:00Z"],"dc:description":["Dept. of Applied Leadership and Learning","Ed. D.; A research project of practice submitted to the faculty of the University of Tennessee at Chattanooga in partial fulfillment of the requirements of the degree of Doctor of Education."],"dc:description.abstract":["The purpose of this study was to determine the effectiveness of the hospital’s onboarding ambassador program. The problem to be investigated was the rate of organizational members quitting within the first year of employment. The goal of learning from the program evaluation was to understand how the onboarding ambassador program and sense of belonging affected quit intentions among newcomers. Organizational socialization, also referred to as onboarding, is a crucial aspect of a newcomer’s experience as they acclimate to a new organization. The onboarding experience is a newcomer’s first impression of the organization (Cesário & Chambel, 2019). Effective onboarding provides role clarity, confidence, and social acceptance (Bauer et al., 2007). Members may also learn informal rules and expectations from colleagues as they transition from an organizational outsider to an insider. According to Allen (2006), ineffective onboarding may lead to quit intentions when the member’s or the organization’s expectations are not met. Evaluating the onboarding ambassador program served as the framework for this study. The onboarding ambassador program was a socialization program which paired newcomers with organizational members. Qualitative and quantitative data, collected through survey instruments and historical data, were used to measure the effectiveness of the onboarding ambassador program. Findings suggest the onboarding ambassador program was ineffective in reducing turnover and increasing member engagement. Contributions to program fidelity determined whether the program was executed as intended. 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