由於本研究乃採用「量化」的研究方法，故分別以敘述統計、皮爾森相關分析及階層迴歸等統計檢定方式來逐一驗證本研究之假設，經由統計分析結果，提出下列的研究結果與發現:
1.A公司新進人員之特性
在組織社會化及LMX方面，A公司的新進人員在進入公司的三階段中，其組織社會化及LMX水準均隨著他們進入公司的時間愈久而逐漸增加；在工作滿足方面，A公司的新進人員對於公司內部的工作環境、軟體設施及與同事間的人際關係之滿足水準為最高；在組織承諾方面，在三階段中，A公司的新進人員對於公司均有最高的努力承諾水準。A公司的新進人員在上述各變項之特性中，均呈現出大陸地區的新進人員在各階段中的社會化程度、與主管關係、滿足及承諾水準均較台灣地區的新進人員高。
2.新進人員與主管關係良窳與其當期的組織社會化程度有顯著的正向關連性，此研究結果回應了文獻探討所言:直屬主管在新進人員之社會化程度高低，扮演著關鍵性角色。
3.當期及縱斷面之研究結果大致上均顯示出當期及前後期組織社會化程度差異會與其當期的工作滿足及組織承諾水準有顯著正向關連性存在，其中在各階段之組織社會化與工作滿足及組織承諾之相關連性中，我們可發現A公司的新進人員在進入公司的初期，其組織社會化之高低與其當期的工作滿足水準間有較高程度的關連性；愈至後期時，其組織社會化之高低才會與後期的組織承諾水準有較高的關連性。
4.新進人員與主管關係良窳與其個人之工作滿足水準間的關連性會比與其組織承諾水準間的關連性大。
5.整體而言，「LMX」變項對於新進人員之組織社會化程度與工作滿足水準間作用情形之干擾程度比對於組織社會化程度與組織承諾水準間大；此外，「LMX」變項在預測工作滿足方面較具重要性；「組織社會化」變項在預測組織承諾方面較具重要應。
由本研究結果與發現所衍生的管理意涵有四點，分述如下:
1.直屬主管引導新進人員之計畫訂定
2.新進人員引導計畫之強化-A公司可針對「語言」、「組織政治狀況」及「工作熟悉度」之社會化構面去著手，以提升整體之組織社會化品質
3.A公司應了解台灣地區新進人員之工作滿足及組織承諾水準普遍均較大陸地區的新進人員低之原因，並設法改善之
4.A公司欲提升新進人員之整體工作滿足水準時，可從「LMX」著手；欲提升其對A公司之整體組織承諾水準時，可從新進人員導引計畫去著手，其效果會較佳

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