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Employee Socialization and Orientation

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Presentation on theme: "Employee Socialization and Orientation"— Presentation transcript:

1 Employee Socialization and Orientation
Chapter 8 CH-8

2 Learning Objectives – 1 Process of organizational socialization.
Challenges faced by new employees Describe the RJP approach to recruiting, & it’s benefit to organizations & newcomers Goals of employee orientation Characteristics of effective orientation program Key elements to design, implement, and evaluate an effective orientation program CH-8

3 Your Experience Have you ever: • Gone through a formal orientation program ? • Asked to assist in orientation of a new employee ? • How new employees adjust into a new organization? • Have ever discovered that what told about the job and organization didn't match the way things really were? If answer to any of these questions was yes, what was the best (and worst) orientation experience you've ever had? Why? CH-8

4 Why Orientation and Socialization?
New job can be stressful Unfamiliar work environment To learn new behaviors, facts, procedures, expectations New employees can also expect surprises not anticipating the emotional impact of greater responsibility Difficulties to adjust new work schedule Also need to “unlearn” things that helped them succeed in previous settings Copyright 2008 Werner et al CH-8

5 Satisfaction Performance Organizations
At Stake Employee Commitment Performance Work Groups Satisfaction Performance Organizations Start-up cost Invested Cost of replacing employee CH-8

6 Two Common Approaches Used to benefit both the individual and the organization Realistic Job Preview (RJP) Employee Orientation Copyright 2008 Werner et al CH-8

7 Fundamental Concepts Organizational Roles Group Norms Expectations
Copyright 2008 Werner et al CH-8

8 Organizational Roles Three dimensions Inclusionary Functional
Hierarchical Functional Inclusionary Three dimensions Inclusionary a social dimension (e.g., outsider, probationary/permanent status) Functional a task dimension (e.g., sales, engineering, plant operations) Hierarchical a rank dimension (e.g., line employee, supervisor, middle manager, officer) Copyright 2008 Werner et al CH-8

9 Perception of Organizational Roles
Role overload employee perceives the role as being more than he or she can reasonably do Role conflict employee receives mixed messages about what is expected of him or her by others, such as a boss and coworkers Role ambiguity when the employee feels the role is unclear; this is often the result of assuming a newly created position Copyright 2008 Werner et al CH-8

10 Role Orientation Extent to which employees are innovative in interpreting their organizational roles On a continuum Sometimes conflict with organizations accepted beliefs and values Copyright 2008 Werner et al CH-8

11 Group Norms Rules of conduct (typically unwritten) that are established by group members to influence or control behavior within the group Behaviors can be Pivotal Essential to organizational membership Relevant Desirable but not essential Peripheral Unimportant behaviors Pivotal Relevant Peripheral Behaviors CH-8

12 Expectations A belief about the likelihood something will occur
Can encompass behaviors, feelings, policies, and attitudes. Newcomers have expectations about how they will be treated, what they will be asked to do, how they will feel in the new organization among other things Copyright 2008 Werner et al CH-8

13 Research Findings Newcomers' expectations can affect their
Satisfaction Performance Commitment Tendency to remain with the organization Copyright 2008 Werner et al CH-8

14 Content of Socialization
Learning is necessary What to learn From whom to learn Preliminary Learning Goals Values Policies Learning about the organization Norms Roles Friendship Learning to function in the work group Necessary skills Particular job knowledge Learning how to perform the job Learning from experience Personal learning CH-8

15 Outcomes of Socialization
Org Socialization +VE Org Commitment Innovation -VE Dissatisfaction Turnover Unmet expectations CH-8

16 Stage Models of Socialization
Anticipatory Stage Encounter Stage Change & acquisition Getting in Breaking in Settling in CH-8

17 Feldman’s Model CH-8

18 What Do Newcomers Need? Accurate Expectations Knowledge Base
Insiders normally know what to expect of the situations there are fewer surprises to confront them Newcomers' expectations are likely to differ from organizational reality Knowledge Base Insiders have the knowledge base from history and experience in the setting to make sense of the surprising event Newcomers generally lack this knowledge Other Insiders Insiders have coworkers with whom to compare their judgments and interpretations of organizational events Newcomers have not yet developed these relationships Copyright 2008 Werner et al CH-8

19 Vaccination Against Unrealistically High Expectations
Realistic Job Preview Providing accurate information to outsiders. Recruits are given information that permits them to adjust their expectations to the reality of the job e.g. overtime or weekend work Vaccination Against Unrealistically High Expectations Does job & organization match their needs Self-Selection Realistic expectations help newcomers develop a clear idea of their roles, which enables them to develop coping strategies for performing their jobs effectively Coping Effect Job satisfaction Long-term commitment to remain with an organization Personal Commitment Copyright 2008 Werner et al CH-8

20 Realistic Job Preview Effects
CH-8

21 When to Use an RJP When candidates can be selective about offers
When the selection ratio is low more job applicants than positions available When recruits are unlikely to have enough information available such as entry level, complex, or “unique” jobs When replacement costs are high Copyright 2008 Werner et al CH-8

22 RJP Content Descriptive or Judgmental Content
Descriptive - factual information Judgmental -communicates incumbents’ feelings. Extensive or Intensive Content Extensive -All pertinent information Intensive -Selective information i-e presented briefly/forcefully Degree of Content Negativity RJP be highly –ve, moderately -ve, or somewhere in between? Message Source If an audiovisual medium is used, should actors, job incumbents, or supervisors or trainers, present the message? CH-8

23 Timing & Effectiveness of RJP
As early as possible Before job offer Use multimedia to communicate realistic information before hire Save more expensive processes for later Self-screening will have reduced applicant pool Effectiveness of RJPs Job Commitment Job Satisfaction Turnover Inflated Expectations Copyright 2008 Werner et al CH-8

24 Evaluation Criteria for RJPs
Pre-Entry Ability to recruit newcomers Entry Initial expectations of newcomers Individuals choice of organization Post Entry Initial Attitudes Satisfaction Commitment Thoughts about quitting Performance Survival Voluntary Turnover rates Copyright 2008 Werner et al CH-8

25 Orientation Programs & Objectives
Focuses on the encounter stage of socialization Red Stress & Anxiety Start-up Cost Turnover Time to reach proficiency (Training) Learn Organization's Value, Culture,Expectations Assist Acquiring role behaviors Adjust With workgroups and Norms Copyright 2008 Werner et al CH-8

26 Orientation Program Contents
Company Information An overview of the company key policies and procedures the mission statement company goals and strategy Information concerning compensation benefits safety and accident prevention employee or union relations the physical facilities Copyright 2008 Werner et al CH-8

27 Job-Specific Information
Department functions Job duties and responsibilities Polices, rules, and procedures Tour of department Introduction to departmental employees Introduction to work group Werner & DeSimone (2006)

28 Orientation Roles Supervisor Coworkers
Information source & guide for new employees Buffering the newcomer from demands outside the work group for a period of time Providing challenging initial assignments Diagnosing problems at work that create conflicts Using newcomer’s arrival as an opportunity to reallocate tasks or redesign work to improve effectiveness Coworkers Help learn norms of the work group and organization Provide support, information and training Help to learn norms of workplace Discouraging hazing Acting as “buddies”/mentors Werner & DeSimone (2006)

29 Orientation Roles: HRD Staff
Designs and oversees orientation program Produces or obtains materials (such as workbooks and seminar leader guides) Conducts training sessions Designing and conducting the evaluation study Conducts parts of the orientation program itself (focusing on such things as available services, employee rights, benefits, and workplace rules) Copyright 2008 Werner et al CH-8

30 Problems with Orientation Programs – 1
Too much emphasis on paperwork Information overload Information irrelevance Scare tactics (heavy emphasis on failure rates or the negative aspects of the job) Too much selling of the organization Copyright 2008 Werner et al CH-8

31 Problems With Orientation Programs – 2
Emphasis on formal, one-way communication Not giving newcomers a chance to discuss issues of interest or ask questions One-shot mentality Limiting the orientation program to only the first day at work No diagnosis or evaluation of the orientation program Lack of follow-up Copyright 2008 Werner et al CH-8

32 Designing and Implementing Orientation Program – 1
Set objectives Form a steering committee Research orientation as a concept Interview recently hired employees, supervisors, and corporate officers Survey the orientation practices of top companies Copyright 2008 Werner et al CH-8

33 Designing and Implementing Orientation Program – 2
Survey existing company orientation programs and materials Select content and delivery method Pilot and revise materials Produce and package print and audio-visual materials Train supervisors and install the system Copyright 2008 Werner et al CH-8


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