This study develops theory related to how the socialization process occurs from the supervisor's perspective. Using interview data from 102 supervisors, we find that most supervisors simultaneously evaluate (using monitor behaviors) and promote (using inform and support behaviors) newcomers' fits. Supervisors do so by switching their focus three times: first, from general employability to person–group fit; second, from person–group fit to person–job fit; and third, from person–job fit to person–organization fit. We observed variations in the order in which supervisors evaluated and promoted newcomers' types of fits. However, we found that supervisors evaluated and promoted newcomers' fits consistently following the same order in terms of fit paradigms: first adopting a demands–abilities fit paradigm, then a needs–supplies fit paradigm, and finally a value congruence fit paradigm. We contribute to the socialization and fit literatures.

本研究从主管的角度发展了与社会化过程如何发生相关的理论。使用来自 102 位主管的访谈数据，我们发现大多数主管同时评估（使用监控行为）和促进（使用告知和支持行为）新人的适合度。主管们通过三次转换他们的关注点来做到这一点：首先，从一般的就业能力转向个人与群​​体的契合；第二，从人-群体契合到人-工作契合；第三，从人与工作的契合到人与组织的契合。我们观察到主管评估和提升新人适合类型的顺序的变化。然而，我们发现主管评估和促进新员工的契合度始终遵循契合范式的相同顺序：首先采用需求-能力契合范式，然后是需求-供应匹配范式，最后是价值一致性匹配范式。我们为社会化和适合文学做出贡献。