human resource management - chapter 8

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Chapter 8Socializing, Orienting, and Developing Employees

Fundamentals of Human Resource ManagementEighth Edition

DeCenzo and Robbins


Introduction

• Socialization, training and development are all used to help new employees adapt to their new organizations and become fully productive.

• Ideally, employees will understand and accept the behaviors desired by the organization, and will be able to attain their own goals by exhibiting these behaviors.


The Insider-Outsider Passage

• Socialization – A process of adaptation to a new

work role. – Adjustments must be made

whenever individuals change jobs– The most profound adjustment

occurs when an individual first enters an organization.



The assumptions of employee socialization: – Socialization strongly influences employee

performance and organizational stability– Provides information on how to do the job

and ensuring organizational fit. – New members suffer from anxiety, which

motivates them to learn the values and norms of the organization.



The assumptions of employee socialization:– Socialization is influenced by subtle

and less subtle statements and behaviors exhibited by colleagues, management, employees, clients and others.

– Individuals adjust to new situations in remarkably similar ways.

– All new employees go through a settling-in period.



The Socialization Process – Prearrival stage:

Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process.



• The Socialization Process– Encounter stage:

Individuals discover how well their expectations match realities within the organization.

– Where differences exist, socialization occurs to imbue the employee with the organization’s standards.



The Socialization Process– Metamorphosis stage: Individuals have

adapted to the organization, feel accepted and know what is expected of them.



A Socialization Process


The Purpose of New-Employee Orientation

• Orientation may be done by the supervisor, the HRM staff or some combination.

• Formal or informal, depending on the size of the organization.

• Covers such things as:– The organization’s objectives– History– Philosophy– Procedures– Rules– HRM policies and benefits– Fellow employees



• Learning the Organization’s Culture – Culture includes long-standing, often

unwritten rules about what is appropriate behavior.

– Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable.



The CEO’s Role in Orientation • Senior management are often visible

during the new employee orientation process.

• CEOs can:– Welcome employees. – Provide a vision for the company. – Introduce company culture -- what matters. – Convey that the company cares about

employees. – Allay some new employee anxieties and help

them to feel good about their job choice.



HRM’s Role in Orientation • Coordinating Role: HRM

instructs new employees when and where to report; provides information about benefits choices.

• Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.).


Employee Training

Definitions – Employee training

a learning experience designed to achieve a relatively permanent change in an individual that will improve the ability to perform on the job.

– Employee development future-oriented training, focusing on the personal growth of the employee.


Employee Training

Determining training needs • Specific training goals should be based on:

– organization’s needs– type of work to be done– skills necessary to complete the work

• Indicators of need for more training:– drops in productivity– increased rejects– inadequate job performance– rise in the number of accidents


Employee Training

• Determining training needs– The value added by training

must be considered versus the cost.

– Training goals should be established that are tangible, verifiable, timely, and measurable.


Employee Training

Determining Training Needs


Employee Training

• On-the-job training methods– Job Rotation– Understudy Assignments

• Off-the-job training methods– Classroom lectures– Films and videos– Simulation exercises– Vestibule training


Employee Development

• This future-oriented set of activities is predominantly an educational process.

• All employees, regardless of level, can benefit from the methods previously used to develop managerial personnel.



Employee development methods – Job rotation involves moving

employees to various positions in the organization to expand their skills, knowledge and abilities.

– Assistant-to positions allow employees with potential to work under and be coached by successful managers.



Employee development methods – Committee assignments provide

opportunities for:• decision-making• learning by watching others• becoming more familiar with organizational

members and problems

– Lecture courses and seminars benefit from today’s technology and are often offered in a distance learning format.



Employee development methods– Simulations include case studies, decision

games and role plays and are intended to improve decision-making.

– Outdoor training typically involves challenges which teach trainees the importance of teamwork.


Organization Development

• What is change?

• OD efforts support changes that are usually made in four areas: – The organization’s systems– Technology– Processes – People



• Two metaphors clarify the change process. – The calm waters metaphor describes

unfreezing the status quo, change to a new state, and refreezing to ensure that the change is permanent.

– The white-water rapids metaphor recognizes today’s business environment which is less stable and not as predictable.



OD Methods

• Organizational development facilitates long-term organization-wide changes.

• OD techniques include:– survey feedback– process consultation– team building– intergroup development



• Survey feedback assesses organizational members’ perceptions and attitudes.

• The summarized data are used to identify problems and clarify issues so that commitments to action can be made.



• Process consultation uses outside consultants to help organizational members perceive, understand, and act upon process events.



• Team building may include:– goal setting– development of interpersonal

relationships– clarification of roles– team process analysis

• Team building attempts to increase trust, openness, and team functioning.



The Learning Organization • Values continued learning and

believes a competitive advantage can be gained from it.

• Characterized by: – capacity to continuously adapt – employees continually acquire and share

new knowledge – collaboration across functional

specialties – teams are an important feature


Evaluating Training and Development Effectiveness

Evaluating Training Programs: • Typically, employee and manager opinions

are used, – These opinions or reactions are not necessarily

valid measures– Influenced by things like difficulty, entertainment

value or personality of the instructor.

• Performance-based measures (benefits gained) are better indicators of training’s cost-effectiveness.



Performance-Based Evaluation Measures – Post-training performance method.

Employees’ on-the-job performance is assessed after training.

– Pre-post-training performance method . Employee’s job performance is assessed both before and after training, to determine whether a change has taken place.



Performance-Based Evaluation Measures

• Pre-post-training performance with control group method. – Compares the pre-post-training results of

the trained group with the concurrent job performance of a control group, which does not undergo instruction.

– Used to control for factors other than training which may affect job performance.


International Training and Development Issues

Cross-Cultural Training

• Necessary for expatriate managers and their families:– before assignments (to learn

language and culture)– during, and after foreign

assignments (to adjust to changes back home).



• Cross-cultural training is more than language training

• Involves learning about the culture’s:– History– Politics– Economy– Religion– Social climate– Business practices

• May involve role playing, simulations and immersion in the culture.



Development

• Often, organizations do not do a good job of planning for the return of overseas managers.

• Leads to the managers’ being frustrated

• Returning expatriates can:– be assigned a domestic position– prepare for a new overseas assignment– retire or be terminated

human resource management - chapter 8

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