employee socialization and orientation

Werner & DeSimone (2006) 1

Employee Socialization and Orientation

Chapter 8


Learning ObjectivesAfter learning this chapter, you should be able to:

Discuss the content, outcomes, and process of organizational socialization. Discuss the models and two approaches to socialization. State the challenges faced by new employees entering an organization and the things they need to be successful.Describe the realistic job preview approach to recruiting and explain how it can benefit organizations and new employees. Define and explain the goals of employee orientation. Explain the common problems in employee orientation. Identify the characteristics of an effective orientation programs. Learn the key elements in designing, implementing, and evaluating an effective orientation program.


Organizational Socialization

How employees adjust to a new organizationWhat is at stake: Employee satisfaction, commitment, and

performance Work group satisfaction and performance Start-up costs for new employee Likelihood of retention Replacement costs


Two Approaches to Socialization

Realistic Job Preview (RJP)Employee Orientation


Organizational Socialization Defined

“The process by which an individual acquires the social knowledge and skills necessary to assume an organizational role.”


Organizational Role

A set of behaviors expected of individuals who hold a given position in a group.


Dimensions of Organizational Roles

Inclusionary – social dimension (e.g., outsider, probationary, permanent status)

Functional – task dimension (e.g., sales, engineering, administrative)Hierarchical – rank dimension (e.g., line employee, supervisor, management, officer)


Role Situations

Role – a set of behaviors expected of individuals holding a given position in a group Role overload – more than can be reasonably

expected from an individual Role conflict – unclear expectations from others

– mix massages Role ambiguity – role itself is unclear

Common in newly created positionsIt relates to stress – relate to job satisfaction, job

performance, turnover, absenteeism


Socialization Categories

Preliminary learning

Learning about the organization

Learning to function in the work group

Learning to perform the job

Personal learning


Feldman’s Stage Model of Socialization

Three stages:

Anticipatory socialization

Encounter

Change and Acquisition


Feldman’s Model of Organizational Socialization

By Permission: Feldman (1981)


Anticipatory Socialization

Setting of realistic expectationsDetermining a match with newcomer


Encounter

Formal commitment made to join the organization“Breaking in” (initiation into the job)Establishing relationshipsRoles clarified


Change and Acquisition

New employee accepts group norms and valuesEmployee masters tasksEmployee resolves any role conflicts and overloads


What Do Newcomers Need?

Clear information on: Expectations Norms Roles Values

Assistance in developing needed KSAOs Accurate help in interpreting events


Effects of Realistic Job Preview

By Permission: Wanous (1978)


The Realistic Job Preview

Provide recruits with complete information about job & organization - +ve & -ve aspectsVaccination Against Unrealistically High Expectations- can adjust their expectation towards the jobSelf-Selection

Does it meet individual and job needs?

Coping Effect Develops coping strategies to perform their job effectively

Personal Commitment Based on personal choice – employee will stay, satisfy,

comitted


When to Use Realistic Job Previews (RJPs)

When candidates can be selective about jobsWhen there are more applicants than jobsWhen recruits lack necessary informationWhen replacement costs are high


Issues in RJP Content

Descriptive or Judgmental Content Facts or feelings?

Extensive or Intensive Content All information stressed, or pertinent

only?

Degree of Content Negativity Positive or negative approach?

Message Source Actors or company members?


Employee Orientation Programs

Reduce newcomer stressReduce start-up costsReduce turnoverExpedite/speed up proficiencyAssist in newcomer assimilationEnhance adjustment to work group and normsEncourage positive attitude


Orientation Program Content

Information about company as a wholeJob-specific information


Company Information

Overview of companyKey policies and proceduresMission statementCompany goals and strategyCompensation, benefits, safetyEmployee relationsCompany facilities


Job-Specific Information

Department functionsJob duties and responsibilitiesPolices, rules, and proceduresTour of departmentIntroduction to departmental employeesIntroduction to work group


A Large Company Procedure (Table 8-4)

Material distributionPre-arrival periodFirst day First weekSecond weekPeriodic updates


Orientation Roles

Supervisor Information source Guide for new employees

Coworkers Socialize into organization Help learn norms of the work group

and organization


Orientation and the HRD Staff

HRD staff designs and implements new employee orientation programHRD schedules participation by various level of managementHRD staff evaluates orientation program and implements needed changes


Common Problems in Employee Orientation

Too much paperworkInformation overloadInformation irrelevanceScare tacticsToo much “selling” of the organization


Common Problems in Employee Orientation – 2

Too much one-way communicationOne-shot mentalityNo evaluation of programLack of follow-up


Designing and Implementing an Orientation Program

Set objectivesResearch orientation as a conceptInterview recent new hiresSurvey other company practicesReview existing practicesSelect content and delivery methodPilot and revise materials


Designing and Implementing an Orientation Program – 2

Produce and package the printed and audiovisual materialsTrain supervisors and install programEvaluate program effectivenessImprove and update program


Summary

New employees face many challengesRealistic job previews and employee orientation programs can: Reduce stress Reduce turnover Improve productivity

employee socialization and orientation

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