1. Employee Socialization and Orientation
Chapter 8
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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
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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?
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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
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5. Satisfaction Performance Organizations
At Stake
Employee
Commitment
Performance
Work Groups
Satisfaction Performance
Organizations
Start-up cost Invested
Cost of replacing employee
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6. Two Common Approaches
Used to benefit both the individual and the organization
Realistic Job Preview (RJP)
Employee Orientation
Copyright 2008 Werner et al
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7. Fundamental Concepts Organizational Roles Group Norms Expectations
Copyright 2008 Werner et al
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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)
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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
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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
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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
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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
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13. Research Findings Newcomers' expectations can affect their
Satisfaction
Performance
Commitment
Tendency to remain with the organization
Copyright 2008 Werner et al
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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
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15. Outcomes of Socialization
Org Socialization
+VE
Org Commitment
Innovation
-VE
Dissatisfaction
Turnover
Unmet expectations
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16. Stage Models of Socialization
Anticipatory Stage
Encounter Stage
Change & acquisition
Getting in
Breaking in
Settling in
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17. Feldman’s Model
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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
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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
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20. Realistic Job Preview Effects
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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
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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?
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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
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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
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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
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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
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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)
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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
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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
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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
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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
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