Attracting and maintaining competent personnel is a challenge for every work organization in today's dynamic business world. Managers should be aware of all the difficulties that newly hired employees may face and have a deep knowledge and understanding of the resources that help new employees in easier integration and greater job satisfaction to retain talents and contribute to the achievement of organizational goals. Therefore, the conducted research aimed to gain a deeper insight into the understanding of the process of integration of new employees. Specifically, to investigate the role of the organizational socialization program and social support from superiors and co-workers in explaining newly hired employees' behavioural and affective outcomes. For the objectives of this study, the target group was all employees who had started a new job during the last 18 months, and the study gathered a sample of 240 individuals with women accounting for 76.67% (N=184) and men accounting for 23.33% (N=56). The participants completed a demographic questionnaire as well as four instruments: the Scale of (i)formalization of the organizational socialization process, the Scale of social support at work and in the family, the Scale of job satisfaction, and the Questionnaire of intent to leave the organization. According to the findings of the study, informal organizational socialization and social support from superiors and colleagues contribute positively to the explanation of the variance in job satisfaction among newly employed employees, whereas these variables contribute negatively to the explanation of their intention to leave the workplace. Organizational socialization in its formal form was not found to be a significant predictor.