1. ORIENTATION AND TRAINING Week 3 ______________________ Dr
ORIENTATION AND TRAINING Week 3 ______________________ Dr. Teal McAteer-Early

2. “Entry” Issues leading up to Socialization
The Realistic Job Preview (RJP)
The Psychological Contract
Organizational Commitment
Organizational Culture
Socialization

3. What is Socialization?
Process by which an employee begins to adapt to the values, norms, and beliefs of the organization and its members
Involves learning the organization’s climate and “learning to fit in”
Climate
“members’ shared perceptions of the contingencies between behaviours that occur in the work environment and their consequences”
Learning what behaviours are expected, acceptable, unacceptable

4. Strategic Importance of Socialization
Sets the tone of employment relationship
Clarifies expectations / how things are done
Reduces anxiety for new employees
Will I fit in? Will I enjoy the job/coworkers/etc?
Effects employee attitudes and behaviour
Job satisfaction, commitment
Job performance

5. Socialization vs Orientation
Process of employees adapting to organization
Long-term process, often informal
Orientation
Program that informs new employees about their job and company
Short-term, often formal

6. Stages of Socialization
Anticipatory (Pre-Arrival)
Employees begin with certain expectations about organization and job
May be unrealistic – if unmet, result in dissatisfaction, turnover, etc.
Realistic Job Preview (RJP) may be helpful
Info about job demands and working conditions – both positive and negative aspects

7. Stages of Socialization
Encounter
Employee has started new job
Inconsistencies between expectations and reality emerge
Needs info re: policies, procedures, etc.
E.g., via Orientation program
Organizational issues, policies, etc.
Benefits
Introductions
Job Duties

8. Stages of Socialization
Encounter (cont’d)
Benefits of a good orientation program
Shows organization values to employee
Reduces employee anxiety and turnover
Reduces start-up costs
Clarifies job and organizational expectations
Improves job performance

9. Stages of Socialization
Change (Settling in)
Inconsistencies start to get worked out
Employee begins to identify with organization
Transition from being an “outsider” to feeling like an “insider”
Often involves taking on new attitudes, values, and behaviours to align with organization’s
Misalignment = dissatisfaction and turnover

10. Comments / Questions ??

11. Training Training vs Development Training Development
Both refer to the learning of job-related behaviour
Training
Focuses on job performance
Emphasis is on acquisition of specific KSAs needed for present job
Development
Focuses on personal growth, longer-term development
Emphasis is on acquiring KSAs needed for future job or organizational need

12. Trends Affecting Training
Training and development activities have been increasing
Low unemployment = tight labour market
Organizations compete to attract & retain employees, by offering better T&D opportunities
New and changing technology – new KSAs
Globalization – training for employees with international assignments
Mergers, acquisitions, restructuring
Jobs change, employees need new KSAs

13. Training Process Model
Needs assessment
Design training objectives
Develop program content
Implement training program
Evaluate effectiveness of training program

14. Step 1: Needs Assessment
Needs Analysis
Diagnosis of problems and future challenges that can be met through training & development
Organizational analysis
Culture, values, mission, goals, strategy
Job / task analysis
KSA requirements
Person analysis
Gaps between employee KSAs and KSAs required by jobs
E.g., performance evaluations, self- or supervisor identification

15. Step 2: Develop Training Objectives
Must include:
The desired behaviour
The conditions under which it is to occur
Performance criteria
E.g., “By the end of this week, you will be able to list and define the 5 main steps involved in the development of a training program, without referring to your notes”

16. Step 3: Develop Program Content and Learning Principles
Issues to consider
Needs assessment
Training objectives
Audience
Class size
Time availability
Cost
Training format
Learning principles

17. Learning Principles How do people learn most effectively?
Participation
Participants are actively involved
Repetition
Repeated review of material
Relevance
Material is meaningful
Transference
Application of training to actual job situations
Feedback
Information given to learners re: their progress

18. Bandura’s Social Learning Theory
High self-efficacy
Belief one can achieve a
behaviour
High outcome expectancy
Belief that behaviour will lead
to an outcome of value
Higher level of learning

19. Organizational Influences on Transfer of Training
Relates to trainee’s outcome expectancies
Will the behaviour lead to desired outcomes?
Rewards, pay, & promotion
Are there rewards for demonstrating the new behaviour?
Environmental constraints / obstacles
Lack of equipment, information, time, etc.
Supervisory and peer support
Reinforce training: provide opportunities, reward
Train coworkers together – reinforce each other
Organization’s learning climate
Learning is encouraged, supported, rewarded, etc.

20. Step 4: Deliver Training
Numerous methods to choose from:
On-the-job techniques
E.g., job rotation, apprenticeship, etc.
Off-the-job techniques
Lectures
Role playing
Case studies
Simulations
Computer-based training
Virtual reality

21. Strengths and Weaknesses of various Methods
Knowledge
Skills
Attitudes
Transfer
Lecture
Yes No
Low
Video
Med
Role play
High
Simulation
Case study

22. Step 5: Evaluating Training Effectiveness
5 Criteria - Kirkpatrick’s 4 levels plus 1
Reaction
Are participants satisfied with training?
Learning
How much has been learned?
Attitude Change (not 1 of Kirkpatrick’s 4 criteria)
Did training result in attitude change?
Behaviour change
Did the learning transfer to the job?
Results criteria
Was the training worth the cost to the company?

23. Evaluating Training
If possible, use an evaluation method that will allow you to draw accurate conclusions about the program’s effectiveness
Reaction measures
Important, but don’t refer to effectiveness
Measure behaviour post-training
Can’t determine whether change occurred

24. Pre-test Post-test Design
Measure → Training → Measure
Allows you to see if change has occurred
E.g., # of items produced before training = 10/minute
# produced after training = 16/minute
But, what if other employees who did not receive training average 15 items/minute?
Is training effective?
Should also use a control group
Employees who did not receive training

25. Example of Evaluating Training Effectiveness
Allied Signal Corp. - Garrett Engine Division
Manufactures jet engines
2-day training program
Team building, communication, problem-solving, etc.
For maintenance teams (that repair the manufacturing machines)
From Pine & Tingley (1993). Training, 30,

26. Evaluation Design
Evaluated 4 levels (Kirkpatrick’s levels) using pre-test post-test design with a control group
Reaction to training
Participants’ learning of training content
Paper-and-pencil test pre- and post-training for both trainee and control group
Participants’ on-the-job use of the new skills
Trainee and control groups rated team members’ behaviours before and after training
Relevant organizational outcomes
Equipment downtime; job response time; job completion time

27. Results Reaction – high ratings of program Learning Behaviour change
Post-test scores higher than pre-test scores and control group
Behaviour change
Better communication, problem-solving, etc. after training and compared to control group
Response time
Completion time
Down time
Cost /
job
Training pre-
4.8 hrs
13.6 hrs
18.4 hrs
$1,341
Training post-
4.1 hrs
11.7 hrs
15.8 hrs
$1,156
Control pre-
4.4 hrs
11.6 hrs
16.0 hrs
$1,165
Control post-
16.1 hrs
$1,211
The organization had pre-existing estimates of costs for machine downtime
The costs indicated refer to cost per job

28. Cost-benefit Analysis
ROI estimate (for 1 month time period)
Based on training vs control group post-tests
$1156 vs $1211 (difference of $55 / job savings)
Avg of 55 jobs / wk (x 4 weeks) = $12,100 benefit
Cost of training = $5,355
Net benefit = $6,745
$6,745 (Net benefit) / $5,355 (Cost) = 1.25
125% ROI

29. Does training increase turnover?
Debate: Do employers see a return on investment in tuition reimbursement?
2 sides of the debate:
Employee development leads to positive employee attitudes and motivates them to stay
Employee development increases employees’ employment options outside the organization and results in increased voluntary turnover
Which do you think is true?

30. Does training increase turnover?
Study: Benson et al. (2004) AMJ, 47(3),
In this study, 9543 workers whose company provided full tuition reimbursement were studied
Results
Turnover is very low while participants are taking classes or pursuing a degree
When participants complete advanced/graduate degrees, turnover increases dramatically
However…

31. Does training increase turnover?
When these participants (who completed advanced degrees) were promoted, turnover was less:
56% less than participants who earned degrees but were not promoted
55% less than participants who were promoted but did not take part in tuition reimbursement
Conclusion – tuition reimbursement can be an effective retention strategy, provided attention is paid to job-skill match after someone has received an advanced degree

32. Comments / Questions