Drawing attention to an under-examined process during organizational socialization, we develop theory to explain how newcomers' new organizational roles and social identities become embedded. The process of identities becoming embedded is influenced by how an individual's preexisting identities interact with new organizational identities during socialization. Perceived harmony relationships among identities indicate if newcomers experience identities interacting in a positive or negative manner generally. Using a network perspective, we suggest that the identity embeddedness of new roles and identities are indicated by: degree centrality in an intrapersonal identity harmony network, perceived harmony with the network itself, and the perceived cost of lacking harmony with a focal identity. Newcomers are likely to be more satisfied and engaged with identities with greater embeddedness as well as find such identities more salient. Organizations can work to embed their employees' new identities through initiating identity work directed towards increasing harmony perceptions among the newcomers' new organizational identities and preexisting identities. Through helping individuals create harmony relationships among identities, organizations can improve socialization outcomes.

Although suspected to be a widespread phenomenon, workplace favoritism is an under-researched area of study. Scholars have queried the effects of perceived favoritism on employee outcomes through only a handful of studies, and the majority of those studies have been conducted at private firms in Middle Eastern countries where tribalism (i.e., loyalty to one's family or social group) is conventional. Further, differences in conceptual definitions of favoritism and subsequent subdimensions have muddied the understanding of what elements are considered essential to each phenomenon. Finally, favoritism research lacks examinations of conditional indirect effects of favoritism on employee outcomes. Therefore, the purpose of this research is three-fold. The first aim is to develop a comprehensive, multidimensional measure of favoritism that will capture essential elements of the phenomenon that are specific to its subdimensions. Additionally, this study aims to increase our understanding of favoritism by examining the its indirect effects on job satisfaction, organizational commitment, counterproductive work behavior, and turnover intention through organizational justice, as well as explore differences in these effects among the supervisor's ingroup/outgroup members and among employees who vary in their perceptions of permeability to their supervisor's ingroup.