This dissertation examined the socialization of new lawyers into the culture of law firms and the effects of shared values and mentoring on job satisfaction. Using two surveys, the Organizational Culture Profile (OCP), which measured shared work values, and the Job Diagnostic Survey (JDS), which measured job satisfaction, and face-to-face interviews on associate mentoring experiences, the researcher collected data from partners and associates in two law firms in central New York state. Sixty-six partners and 35 associates received the surveys; 45 partners and 25 associates responded. Eight associates were interviewed. Three research questions framed the investigation: Do new lawyers and senior lawyers from the same firm share similar work values that define their organizational culture? Do new lawyers who have helpful mentors experience job satisfaction? and Do responses to the job satisfaction survey differ according to demographics of age, gender, race, or length of employment at the firm? Examination of the OCP survey findings suggested that associates and partners in both firms shared work values that sustained organizational continuity, professional growth, and mentoring opportunities. Of interest were items of disagreement on being reflective, having a clear guiding philosophy, being team-oriented and collaborative, and being distinctive. JDS results suggested that associates were satisfied with their jobs in areas that provided motivation and promoted job retention but were dissatisfied with the perceived low level of complex skills needed to perform their jobs and the perceived routine nature of the work. Interviews on mentoring revealed associates challenged the effectiveness of the traditional socialization processes currently used and proposed ways to better meet expectations.