College graduates transit from students to organisational members through two major processes— job search and organisational socialisation. In the last year of college life, the most important activity for most students is job seeking. A successful job search leads to an ideal employment opportunity. After obtaining that opportunity, students start their organisational entry process, which is most often been examined as the organisational socialisation process. The current proposal plans to examine both processes with college graduates. Job search is the behavioural process through which individuals look for job. In the job search process, job-seekers undertake a series of activities, such as following leads from newspaper ads, writing resumes, contacting employers, and going through job interviews. The job interview is often considered as a popular recruiting and selection tools in organisations. Whether job-seekers can engage in job search in an effective and timely fashion has important implications for them to obtain their employment. The current proposal plans to examine college graduates’ job search behaviour from the lens of affective experience. The data can enable us to address questions of how job search behaviours change over time, how job search activities and job interviews are related to positive and negative affect, and how these behaviours and affects are related to job search effectiveness. This study will also investigate the combined effect of newcomer’s proactivity and the leader’s support on newcomer’s organisational socialisation outcomes from two perspectives — learning and organisational identification, and in a three months period. According to person-organisation fit literature (specifically, person-supervisor fit [Kristof, 1996; Kristof-Brown, Zimmerman, & Johnson, 2005]), I propose that the more aligned a newcomer’s proactivity and his or her leader’s supports are, the higher the newcomer’s learning and identification developing. At the same time, this study will test asymmetrical incongruence effects when the newcomer’s proactivity is higher than the leader’s support, and vice versa. Finally, the study will test the newcomer’s and the leader’s combined effects on distal organisational attitudes and behaviours— newcomer’s work engagement and organisational commitment at the end of the dynamic process, three months after the newcomer’s entry.