HRM Orientation and Socialization FINAL

RUNNING HEAD: ORIENTATION AND SOCIALIZATION
Table of Contents
Introduction .......................................................................................................................... 2
Orientation Benefits .............................................................................................................. 3
Socialization Benefits ............................................................................................................ 5
Orientation and Socialization Challenges ............................................................................. 5
General Property Orientation ............................................................................................... 8
Benefits for the Company ................................................................................................................. 9
Benefits for the Employee .............................................................................................................. 10
Orientation Research Methods ............................................................................................ 12
What Managers Can Do to Affect Employee Productivity .................................................. 14
Specific Work Group and Job Orientation .......................................................................... 16
Orientation Techniques .................................................................................................................. 19
Benefits for the Department ........................................................................................................... 20
Benefits for the Employee .............................................................................................................. 21
Ten Steps in a Well-Designed Orientation Socialization ...................................................... 21
Socialization ......................................................................................................................... 23
Formal versus Informal ................................................................................................................. 25
Individual versus Collective ............................................................................................................ 26
Sequential versus Non-Sequential .................................................................................................. 27
Fixed versus Variable ..................................................................................................................... 28
Tournament versus Contest ............................................................................................................ 28
Serial versus Disjunctive ................................................................................................................ 29
Investiture versus Divestiture ......................................................................................................... 31
Organizational Socialization ................................................................................................ 32
Elementary Socialization ................................................................................................................ 33
Organizational Culture .................................................................................................................. 34
Employee Productivity ......................................................................................................... 34
SMART Goals ................................................................................................................................ 35
Employee Performance ........................................................................................................ 37
Orientation and Employee Productivity .............................................................................. 40
Orientation and Company Profits ........................................................................................ 41
Socialization and Employee Productivity............................................................................. 42
Socialization and Company Profits ...................................................................................... 42
Conclusion ............................................................................................................................ 43
References ............................................................................................................................ 44

ORIENTATION AND SOCIALIZATION
2
Introduction
Employers of all fields are constantly searching for innovative ways to put their
employees in the best position to succeed. Through this process many strategies are
implemented in order to mold all-around employees. The question our group has been assigned
is how orientation and socialization impact employee productivity and company profits.
Increases in employees’ productivity are generally directly correlated with increases in
company’s profits. Over time, employee orientations have seen a great increase in quality,
importance, and relevance; thus, providing a much warmer and comforting welcome into a
possibly hectic and overwhelming work place.
The first step in thoughtfully answering the question presented is to clearly define
orientation and socialization. Webster’s College Dictionary defines orientation as, “an
introductory program to guide a person in adjusting to new surroundings, employments, or the
like” (Merriam-Webster’s collegiate dictionary, 1999). Additionally, “the ability to locate
oneself in one’s environment with reference to time, place, and people” is another definitely
commonly used to describe orientation (Random House, 1991 p. 954). From these definitions, it
is evident that orientation is a worldwide tool used to restore the quality of human resources as
well as assist new employees in motivating themselves for their future tasks. Orientation,
however, is an extremely broad term and throughout this report will be discussed in depth to
reveal how it can positively affect interpersonal communication in an organization (Random
House, 1991).
Another key term that will come into play is socialization. Socialization is defined as, “a
continuing process whereby an individual learns and assimilates the values and behavior patterns
appropriate to his or her culture and social position” (Random House, 1991 p. 1270). Apply this

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analogy; orientation is hosting a party for socialization. Without the orientation process, whether
in the workplace or simply introducing two strangers in everyday conversation, socialization
would not necessarily be forced or suggested. Years of trial and error within the workplace has
led to the theory that these orientation processes are extremely beneficial and a true game
changer. In business, it is absolutely critical to gain a competitive edge over market competition.
More specifically to the hospitality field, there is a great amount of face-to-face, employee to
customer interaction.
Orientation Benefits
To better understand this topic as a whole, it is imperative to distinguish the main reasons
for holding employee orientation programs. Dennison and Weber listed the following as major
benefits of orientation:
1. Increases the skills of managers and employees
2. Decreases duplication and waste
3. Increases customer service and guest satisfaction
4. Improves the quality of products, safety, and sanitation
5. Improves employee satisfaction
6. Decreases turnover and increases productivity and profits
(Dennison and Weber 2015, p. 78)
Certainly the most important impact of orientation is increasing both the skills of
managers and employees. It is often overlooked in the orientation process; however, managers
are equally responsible for becoming a better employee to the organization through each
orientation session. It gives an opportunity for a manager to display their leadership skills while
also learning about their future employees and the current state of their organization. Consider

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the orientation process as a first impression. If the new employee is greeted with an under
developed and sloppy orientation process then he or she may view the company as a joke and
work with less motivation, contrary to someone who was completely inspired and intrigued by
the event. Although vast in information and activities, an orientation process is meant to be
scheduled and practiced in order to be successful. The next important reason to consider during
the orientation process is the increase in customer service and guest satisfaction. The hospitality
field requires a great deal of guest services. With that being said it is extremely important for an
employee to be knowledgeable about the company they are working for and the services
provided. Guest satisfaction can be directly related to the level of knowledge and service
presented by entry level employees and without such orientation, entry level employees don’t
hold the common knowledge necessary to maintain a sinuously ran operation. Another main
reason for orientation is the presentation of hazardous work environments to employees. It is by
law and OSHA standards that all employees be completely aware of any danger they could
potentially put themselves in within the workplace. If not properly instructed and visibly posted,
an employer and owner can be legally responsible for any injuries or health hazards at a job.
Such cases have been known to absolutely destroy the reputation of organizations and it can take
years to recover. The safety of employees should be the greatest priority to an employer; in turn
the employees should feel safe and aware as well. Lastly, referring back to Dennison and
Weber’s reasons for orientation, one that really sticks out is the increase in productivity and
profits. Increased productivity generally results in increased profits, if business is handled
accordingly. Profits to an organization represent a scoreboard versus the competition. When a
team continuously loses, it loses support, morale and motivation. When employees are properly
and persistently taught the right way to do things at the beginning of their employment they are

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valued as a trustworthy employee. More sound employees make better decisions and cut back on
their losses. The depletion of small everyday losses and an increase in employee confidence will
result in an immediate increase in profits (Random House, 1991).
Socialization Benefits
Socialization provides an opportunity to tighten an organization over a longer period. For
example, “as part of an overall socialization and training program for administrators it has the
potential of providing a way to develop commitment to the goals of the organization, a shared
sense of education philosophy, and specific administrators, it has the potential of providing a
way to develop commitment to the goals of the organization, a shared sense of education
philosophy, and specific administrative skills” (Peterson, 1986 p. 152). Socialization is a means
for generalizing all information for the masses. It is also used as a tool to share personal and
work goals as well as an image for how the company wants to be portrayed. A company’s
mission statement can be used as a staple in the socialization process as it defines who and what
the owner’s want to be.
Orientation and Socialization Challenges
There are potential challenges in the orientation process for both the employee and the
employer. Orientations can be overwhelming for some new employees because it contains a lot
of information. As stated earlier, this orientation event covers almost everything an employee
needs to know and there can be a lot of pressure to absorb all the information. Another potential
problem is quickly exposing introverts into a very social setting. A lot of people can thrive from
this first impression and some may crumble and set a bad impression due to their inability to
open up as quickly as others.

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In order to make orientation more effective, employers have implemented multiple forms
of training evaluations. Dennison and Weber state that there are five result areas for summative
evaluations: Employee Reactions, Knowledge Gained, Behavior, Attitudes,
Productivity. Training is expensive so it's important to make sure time and money are being
spent wisely. A sample method for training productivity is, “measured by a decrease in
employee turnover, an increase in employee satisfaction, or increase in guest satisfaction. It may
also measure productivity through a decrease in costs and waste, decrease in labor costs, and
increased profit” (Dennison and Weber, 2015 p.88).
Orientation versus Socialization
Although orientation and socialization are very similar in their purpose and focus, there is
a clear difference between the two. For example, “socialization processes affect all employees,
because socialization ebbs and flows with transitions across different types of organizational
boundaries (Schein, 1971): (a) from outside to inside (organizational entry), (b) from lower to
higher levels (hierarchical), (c) from one type of job to another (functional), and (d) from being
on the periphery of power to the core of power (inclusional)” (Wanous, 2000). From the
information given, it is clear that socialization is a process that is continuous within a work
setting and requires great effort from all involved. Wanous broke socialization into four
departments: organizational entry, hierarchal, functional and inclusional. The girth of productive
workplace socialization takes place in the hierarchical and inclusional phases, especially in the
hospitality industry.
Wanous also noted that orientation is more focused and particular, also it is an event not
philosophy. There are many types of orientation, however the two focuses of this paper are

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general property orientation and specific job orientation. General property orientation may
include company policies, mission statements, speeches by General Managers, property tours, a
free meal and team building activities. In addition to familiarizing the employee with the
broader work environment, managers participate in orientation to reduce employee turnover. The
expense of employee turnover is the greatest motive in operating a fully functional orientation
process. The hospitality industry suffers from employee turnover as much, if not more than any
other industry in the world. An influential orientation is a tool that can help to prevent these
losses because it is a guide for new employees to put them in the best position to succeed and
grow within the company.
Alternatively, many companies hold specific job orientations for particular departments
and designated positions. These are much more specific to the responsibilities and duties of an
employee’s average day of work. While being aware of a company’s mission statement is very
important in order to properly represent a company accordingly, specific job orientations are
much more significant in terms of immediate job security and success on the job. An interesting
statement on these types of orientation is, “The specific, program-oriented focus of orientation
avoids the main problem facing socialization researchers, i.e., when does socialization begin and
end, or does it ever end” (Wanous, 2000). This presents an interesting scenario. Socialization
begins the day the employee starts their job in a new organization and continues throughout their
employment. Integrating employee interaction in the workplace can be utilized as a network in
the mutual work community. Successful socialization in all lights is an everlasting process with
an everyday goal to be tighter, more confident and more efficient.
Reflecting back to specific work orientation, Dennison adds, “Orientation should
emphasize people as well as procedures and policies. Employees should have a chance to get to

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know people and their approaches and styles in both social and work settings. Assign a new
employee with an experience person, but make sure the experienced person wants to mentor the
new employee, and make sure the mentor has interpersonal skills. This relationship provides
ongoing support” (Dennison and Weber, 2015 p. 81). Again we are presented with a very
important piece to the puzzle. The process of aligning a new employee with a mentor results in
the creation of special work relationships. Some people will be better mentors than others
exclusively due to character and personality types. Although an introvert may be extremely
knowledgeable in their field, they may not be an effective mentor. A good mentor can be
characterized as creating working relationships with the employee while making them feel
comfortable in the workplace.
General Property Orientation
As previously stated, general property orientation relates to the basic information a
newcomer needs to understand the broader organization. General property orientation includes
“(a) important policies and general procedures (non-job specific), (b) information about
compensation and benefits, (c) safety and accident prevention issues, (d) employee rights and
responsibilities, and (e) physical facilities” (Dennison and Weber, 2015).
There are many benefits and criteria when implementing general property orientation into
an organization. Large organizations typically have the human resource department and
immediate supervisors conduct the employee orientation. Small hospitality organizations
typically have the general manager conduct the orientation. Most of the content that is discussed
during orientation is very broad therefore they do not need a specialized employee to conduct the
orientation sessions.

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Orientation can play a vital role in reducing employee turnover expenses. Some
hospitality organizations calculate an average turnover expense to be over $6,000 per employee.
Although turnover is inevitable in the service industry, taking the necessary actions to acclimate
a new employee to their new work environment may help reduce employee turnover in the long
run (Dennison and Weber, 2015, pg.81).
During training, a process called an organizational analysis takes place. One source
suggests, “Organizational analysis considers the appropriateness of the training process based on
the context in which the training will occur. An important aspect of organizational analysis
involves strategic planning and the identification of the KSAs that will be needed in the future.
Both internal and external forces will influence the training process and must be considered
when performing and updating an organizational analysis” (Dennison and Weber, 2015 p. 79).
The organizational analysis is a tool used by upper management to determine what training will
be necessarily and productive within a company’s budget. The ADDIE model is an important
tool associated with organizational analysis compiled of the following key components:
Analysis, Design, Development, Implementation, and Evaluation (Dennison and Weber, 2015).
Benefits for the Company
Provides a consistent message to all new employees
Employees get to know the company
Provides Introduction to the management team
Provides a memorable first impression
Builds a strong foundation of the company’s values and philosophy
Presents business goals and priorities

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Provides a chance to start building the concept of teamwork
Lowers turnover
(Dennison and Weber, 2015 p. 82)
The table above shows just a few of the benefits a company has when providing thorough
orientation while also presenting and pushing the concept of socialization. Consistency and
persistency are a repeating quality in many of the noted benefits. Companies these days are
pushing to build a particular image and to accomplish a goal that all employees must know the
company and have an accurate image of the company’s values and corporate goals. These are
benefits to employers because they are building clarity about particular goals and the progression
necessary for growth. Team building games and activities may seem foolish at times but are a
great way to loosen everyone up; the first few weeks of a new job are stressful and this is a
means of stress relief. Employees are also presented with their rights and responsibilities.
During orientation employees may fill out tax information and personal contact information. As
previously stated, the benefit to an employer of decreasing turnover opens up many doors for
new opportunities and growth. Though not included in the list, orientation presents an
opportunity for employers to introduce new employees to potential opportunities such as
commission, bonuses and miscellaneous other incentives. These are just a few of the benefits
orientation and socialization bring to the employer specifically.
Benefits for the Employee
Provides an understanding of the company’s expectations about employee performance
Enables the employee to understand his or her value to the company

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Builds self-esteem of the new employee
Ensures new employees know their importance to the operation
Provides a structured learning environment
Establishes early commitment to teamwork
Builds a foundation for employee motivation
The table above lists only a few of the benefits employees receive from the orientation
process. One that hasn’t already been touched on is the ability to enable employees to
understand their value to the company. This is the first opportunity for an employee to see the
basic breakdown and hierarchy of the company. It also gives the employee a realistic view on
where they stand in terms of importance and responsibility. The employees gain a great deal of
confidence, comfort and self-esteem after orientation. When an employee looks and feels good,
they perform better and are rewarded accordingly. Confidence is evident in body language and
the slightest advantage can set a new employee apart from the rest. Orientation is similar to a
relaxed classroom setting before the tour of the facilities. Tours of the facilities can help reduce
confusion when trying to navigate throughout different departments on the job. The hospitality
industry requires lots of cross-departmental communication and teamwork so having a base
knowledge of the area is advantageous. The early inclusion of teamwork sets a standard for
future orientation and socialization methods. Teamwork is one of the main goals of orientation
and socialization and progressive teamwork is the most common trait among successful
businesses.

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Orientation Research Methods
Research shows that if employers are consistent with the view that socialization and
orientation is a learning process, attending a program that presents information about the
workplace and its environment should result in employees becoming more orientated and
satisfied with the workplace. An organizational-level orientation program will allow the
employee to better understand the work environment on a surface level. By integrating the
technical language and slang unique to the organization into the employee’s orientation will
allow for quicker orientation and socialization in the workplace.
“The orientation program given to employees should cover the organization’s mission
and principles in order for the organization’s goals and values, both formal and unwritten, to be
impacted” (Klein, 2000). If an orientation program is not job specific, the information learned is
unlikely to help new employees become more proficient in their job tasks (Klein, 2000).
There have been many studies regarding the different orientation and socialization
techniques used to integrate employees into the workplace effectively and efficiently. In 2000, a
study was conducted by Howard Klein and Natasha Weaver from The Ohio State University.
Klein is a professor of management and human resources in the College of Business and Weaver
was a graduate student at the time of the study.
Klein and Weaver wanted to analyze how different orientation techniques affected the
awareness and understanding the company’s goals and values. The study assessed the effects of
a formal, organizational-level orientation training program on the context of socialization content
and the affective commitment of new hires.
There were two hypotheses that were experimented to a great extent. One hypothesis
predicted that, given the goals of the orientation training program, employees that attended

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orientation would be more acclimated and knowledgeable about the goals, values, history and
language of the organization. The second hypothesis predicted that orientation attendance would
be positively correlated to organizational commitment and in turn that relationship would be
mediated by the socialization of goals, values, history and language.
In addition to their hypotheses, the goals of the orientation program were to help new
employees feel more a part of the organization, learn more about the organization’s language,
traditions, mission, history, and structure, and better understand the organization’s basic
workplace principles.
After their predictions were made, they created a diverse subject group. This group was
chosen through multiple rounds of questionnaires and surveys until the group was narrowed
down to 116 newly hired employees. Of this group, 39% held professional positions, 36% held
clerical positions, 12% were in technical/paraprofessional positions, 9% were in administrative
positions, 2% were in skill craft positions, and 2% held service/maintenance positions. All
employees had a high school diploma, 41% earned a college degree and 28% received advanced
degrees. The subject group ended up being 83% white, 70% female, and had an average age of
35 years old.
The orientation technique they tested was a three-hour voluntary program that was open
to all full-time employees who were employed for less than six months. Over the next nine
months the program was offered with the same content, materials, and instructors. Although
registration was on a first come first serve basis, supervisors signed up their new employees and
employees interested in attending registered themselves after obtaining approval from their
supervisors.

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With the hypotheses, control group, and an orientation technique in place, Klein and
Weaver set measures to compare to after completion of the study. These measures included
orientation attendance, employee tenure, and socialization. Orientation attendance was simply to
measure if the orientation program was attended. Employee tenure measured the number of days
the test subject was employed when the first questionnaire was completed. Lastly, the level of
socialization on three dimensions was assessed. These three dimensions included history,
politics, and language of the organization. Language in the workplace refers to how employees
communicate with each other verbally and nonverbally, slang used in the workplace, and body
language.
Through these studies, Klein and Weaver discovered program attendance did impact
socialization when referring to goals, values, and history of the organization, but not on the
language dimension. Orientation attendance was also concluded to be associated with higher
affective organizational commitment.
Proper organization socialization and orientation techniques have been linked to
important outcomes including increased organizational commitment, job involvement, role
orientation, and tenure. Organizations that provide a strong, organizational-level orientation
have been identified as benchmark companies for others to follow their orientation practices
(Klein, 2000).
What Managers Can Do to Affect Employee Productivity
When deciding what orientation method to utilize for incoming employees, it’s important
to understand employee motivation. In the workplace, motivation is often used to refer to
employee productivity and work performance. According to Abraham Maslow, the father of

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Human Psychology, humans are driven by needs that lead to taking action. These needs then
guide their actions and determine the hierarchy of needs, otherwise known as the sources that
drive human motivation.
Maslow stated that people experience tension when a need is operating and motivation
leads them to fulfill that need. This can be interpreted into a business when discussing employee
motivation. The five ladders of the hierarchy of needs are Basic needs, Security needs,
Belonging needs, Esteem needs, and Self-Actualization needs (Maslow, 1970).
In terms of job orientation, every ladder can be associated with an incentive for
employees to work for a specific organization. Basic needs include good working conditions,
adequate salaries and a flexible work schedule allowing opportunities for vacations and time off.
Security needs are concerned with safety and risk avoidance. These include fringe benefits such
as health insurance, 401k and worker’s compensation, performance standards, and adherence to
set procedures. Social and Belongingness needs are associated with affiliation in the workplace.
A need to interact and be accepted by co-workers and upper level management and being part of
a team all form a sense of organizational belonging. Esteem needs are those that an employee
feels they need in order to be recognized. Employees at this level are motivated by opportunities
to display their skill, opportunities to achieve status and feel important, and have a desire to be
recognized and praised for hard work. Lastly, Self-Actualization needs are those that cause
people to have the urge to stand out. Work that is meaningful and challenging with opportunities
to be creative and innovative motivate people that strive for self-actualization (Maslow, 1970).
Adding onto Maslow’s hierarchy of needs, Fredrick Herzberg discovered there were two
levels of motivators. Upper level needs are considered Motivators and lower level needs are
considered Hygiene Factors. Motivators are related to the work itself and represent Esteem and

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Self-Actualization needs where Hygiene Factors are peripheral to the work itself and represent
Basic, Security, and Social Needs. Motivators in the workplace are achievement, recognition for
accomplishment, challenging work, increased responsibility, and growth and development.
Hygiene Factors include policies and administration, supervision, working conditions,
interpersonal relations, and money, security and benefits (Herzberg, 1966).
When employees have an active need, they are driven to engage in behaviors that will
help them reach that goal or objective. Managers can assist with employee needs by ensuring
goal objectives are attainable to the employees. Additionally, managers should be aware of
employee needs and integrate that into the workplace and orientation programs. By conducting
surveys and questionnaires, employees are encouraged to give anonymous answers so managers
can learn about potential improvements that can be made in the workplace to cater to the
motivational needs of the workplace.
During specific work group and job orientation, all of these factors come into play. If an
employer understands the needs of their employees, they can plan an orientation training
program around what motivates them which ultimately results in satisfied employees and a
successful organization.
Specific Work Group and Job Orientation
Specific work group and job orientation is the first step when communicating the
organization’s culture and values to a new employee. This is used to help employees understand
many different aspects of the workplace. These include understanding the function of the
organization, how the employee fits into their job responsibilities, layout of workplace, and
introduction to coworkers and other people in the broader organization. The employee’s

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supervisor conducts these orientations to ensure the content is specific to the employee and their
job responsibilities at the company (Dennison and Weber, 2015).
Employee job responsibilities may include meeting and making introductions to clients,
evaluating and analyzing documents, and setting up for events. Employee policies and
procedures include work hours, time clock operations, payroll, leave, breaks, smoking, employee
dining, and more (Woods, Johanson, Sciarini, 1992).
The layout of the workplace has potential to make or break an employee’s decision to
work with a company. In fact, many common offices today still have structured cubicles.
Although this may help maximize space and neatness in the workplace, it is not effective for
employee motivation. If an employee is stuck in a cubicle from the hours of 9 a.m. to 5 p.m.,
chances are they will be unhappy and less productive. However, it is slowly becoming more
common to have an open concept work environment with predetermined destinations for social
interactions. Google, Facebook, and Zappos have already integrated their employees in the
design process of the workplace. Giving employees free range to create a work environment that
best suits their personality results in increased motivation and communication between
employees.
It is important for companies to find a happy medium with the layout of the workplace.
Creating “collaborative spaces for employees to actively communicate with each other without a
lot of effort but still allow enough space for them to focus on their work without constant
distractions from coworkers” is very important (Brown, 2015).
Unlike general property orientation, specific job orientation refers to orientation
techniques that directly relate to job performance. During specific job orientation, employees are
introduced to the policies, procedures, rules and regulations of the workplace. Companies

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introduce these into the workplace through employee handbooks relating to their job, the work
environment and location of equipment, and their department’s relationship to other departments
(Woods, Johanson, Sciarini, 1992).
Employee handbooks and manuals illustrate the expectations the employer has for its
employees. Providing employees a handbook during orientation or training allows them to
understand the boundaries of the workplace and what is expected of them in their job description.
Clear communication is key in all aspects of an organization. If the rules, regulations, policies,
procedures, and benefits are outlined in a general handbook, it will eliminate problems such as
liability and conduct performance during employment.
There are many key points to specific job orientation. Some of these include basic job
survival, introducing new employees to the workplace, as well as policies and procedures. Other
points of job orientation include assigning new employees to work with an experienced
employee and introducing employees to both information and people in a controlled manner
(Dennison and Weber, 2015).
During employee orientation, new employees should have the opportunity to get to know
their colleagues and understand their approaches and styles in both social and work settings.
Additionally, having an experienced employee mentor the new employee may result in a
supportive work relationship. If the mentor has positive interpersonal skills and understands the
dynamic of the workplace very well, the new employee may feel more comfortable coming into
an unknown work environment. Lastly, managers should be cautious as to not overwhelm the
new employee with too much information and introductions on the first day. The employee will
retain more and feel less stressed (Dennison and Weber, 2015).

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Orientation Techniques
Ultimately, the goal of specific work group and job orientation is for the new employee to
feel comfortable with their new job. In orientation training, new employees get a feel for what
the company stands for, how the work is carried out and how to get along with colleagues.
Employers involved in a specific orientation program identify potential career tracks so that the
new employees understand their promotional opportunities and limitations while familiarizing
the employee with job responsibilities and work environment (Woods, Johanson, Sciarini, 1992).
There are many different orientation approaches that managers of companies should
follow. These approaches will help new employees start their job with a positive outlook. One of
the orientation techniques starts with welcoming the new employee. Managers may do this by
having a welcome party in the office after work on Friday to reinforce the new employee’s
enthusiasm for their new job position. When welcoming a new employee to the organization,
fellow employees and managers ensure they are entering a relaxing environment rather than a
hostile one. Helping the employee develop positive impressions about the employer is another
way to orientate the employee. A supervisor can do this through direct involvement. For
example, the supervisor may organize a team lunch on the employee’s first day so the employee
can feel that they are valued in the workplace. Another approach is to affirm the employee’s
decision to take the job. The employee should be reminded that they made the right decision
choosing to be employed with this company. New employees need to know their particular role
in the organization. To accomplish this, show the new employee the entire organization instead
of their individual working space (Dennison and Weber, 2015). Lastly, put the new employee at
ease. A manager should take the necessary actions to make the new employee comfortable with
the workplace and their colleagues (Woods, Johanson, Sciarini, 1992).

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By attending orientation training programs offered by the company, employee’s
awareness and understanding of the company’s goals and values should be greatly increased
(Klein, 2000). “Although awareness does not assure acceptance, having those goals and values
presented and explained systematically and persuasively in a training program should facilitate
acceptance” (Latham, 1988).
Benefits for the Department
Provides consistency in employee training and development
Helps maintain resource availability
Helps to ensure quality service and meeting guest expectations
Ensures that standards are maintained
Provides consistency in staff performance
Ensures staff competencies
Provides the basis for smooth operations
(Dennison and Weber, 2015 p.82)
The chart above represents the benefits for the organization when conducting specific
work group and job orientation. When acclimating a new employee to the work environment,
the goal for all orientation techniques should result in the employee feeling excited and
comfortable with their new job. If an employee is confident in their abilities to perform a job,
the organization has accomplished their goal of employee satisfaction. When employees are
satisfied, there is a direct correlation between a reduction in turnover and an increase in
employee performance and company profits. The correlation between orientation, employee
productivity, and company profits will be discussed in a later section.

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Benefits for the Employee
Teaches the new employee how to do the job correctly
Builds high morale among all the employees
Builds self-esteem by employee knowing the specific tasks to
the job
Creates a team environment
Helps employees become productive more quickly
(Dennison and Weber, 2015 p.82)
The chart above represents the benefits for the employee during specific work group and
job orientation. Differing from general property orientation, specific work group and job
orientation focuses on orientating the employee to their specific job responsibilities rather than
the organization as a whole. This ensures the employee fully understands what is being asked of
them without confusion or misinterpretation of their job responsibilities. If an employee feels
they are well-equipped with the knowledge needed to perform job tasks, there is typically an
increase in motivation, self-esteem, and teamwork.
Ten Steps in a Well-Designed Orientation Socialization
1. Introduction to the company
2. Review of important policies and practices
3. Review of benefits and services that are provided by the company
4. Benefit plan enrollment forms
5. Complete employment documents
6. Review performance standards and complete evaluation form
7. Set employee expectations

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8. Introduce coworkers and a mentor
9. Provide a tour of the entire facility
10. Show the new employee the workflow of the job
Step 1 is key to making new employees feel confident in the organization they are
working for by instilling the pride of belonging and being a part of the company. Step 2 includes
standards of conduct, performance standards, the introductory period of employment, discipline
policy, and safety. Step 3 involves reviewing benefits offered to the employee. This is a very
important aspect to employee orientation. During this step the company discusses services that
employees might not consider benefits such as credit union, parking, food, medical care,
discount, and social and recreational services. Step 4 is completing the proper benefit enrollment
forms. These forms allow the employee ample time to discuss plan options with a spouse before
making a commitment. Step 5 is the completion of employment documents. These documents
include payroll withholding, emergency information, picture releases, employment opportunity
data, and other relevant documents. Step 6 is related to step 2 except the review of employer
expectations deals more with employer-employee relationships. Use of a performance appraisal
form makes a good topical outline for a discussion of employer expectation on teamwork,
working relationships, attitude, and loyalty. Step 7 discusses employee benefits in relation to
employer expectations. These benefits include detailed training and development, scheduled
wage and salary reviews, security, recognition, working conditions, opportunity for
advancement, educational assistance programs, counseling, and grievance procedures. Step 8
refers to introducing the employee to fellow workers by using nametags and buddy systems
around the workplace. Step 9 introduces the employee to the organization’s facilities through

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multiple tours. It is more effective to introduce the employee to the facilities in breaks rather
than all at once, starting with the immediate work area. Lastly, step 10 introduces the employee
to their job. The manager should be prepared to have the new employee involved in the work
flow on the first day of employment (Smith, 1984 p. 48).
The ten steps to a well-designed orientation are implemented in order to provide a smooth
transition into the workplace. No matter the status of the position, hourly, salary, or CEO,
everyone should be oriented and welcomed into the workplace. Differences may arise since
employees will be assigned to different tasks in different locations within the organization.
Overall, the orientation should follow these ten steps no matter the position of an employee in
order to ensure a successful orientation. Orientation can be costly, but if done properly it is an
easier route that will help with turnover rates. The entire process is intended to motivate and
inspire the new employees to want to work for the company and know that they are a vital asset
to the team (Smith, 1984).
Socialization
Socialization is one of the major keys to creating a comfortable and efficient workplace.
Orientation sets the employees up for their everyday tasks and how the company runs whereas
socialization introduces the values, norms and behaviors that are consistent with the success of
the company. Socialization is an ongoing process that is vital when making new employees feel
comfortable and suppress their potential anxiety. Researchers have discovered several ways that
have panned out to be effective and create a well rounded work environment. When employees
are socialized properly, as they enter the work place research has shown that socialized
employees are more productive than those who are not socialized properly. When employees are
effectively socialized, turnover is reduced and cohesiveness in the workplace increases.

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Researchers have also found that profitability, reduced absenteeism, loyalty and employee
performance is increased when socialized properly (Woods, Johanson, Sciarini, 1992).
There are four dynamic stages when socializing employees: (a) welcoming employees (b)
understanding the organizations history, values, and purpose; (c) implementation of a realistic
orientation program that addresses the stress new employees feel; and (d) immediate connection
with a person in a similar role or mentor. Welcoming new employees ensures the employee feels
appreciated and part of the team. Companies also have been known to create welcome baskets to
show that the employee is a valued member of the team. Sometimes there are even dinners
hosted to show that the company is excited for them to join their team and that they are eager to
see what they can bring to the table. Being able to create a connection to the company is very
beneficial for the employee and the company. Companies must be sure to educate new
employees on the values, history, and purpose of the company. This is one of the most important
aspects when socializing. Hosting an orientation that focuses on socialization and reducing the
stress of the new employee is extremely important. It is highly beneficial for employees and
company if employees make connections with their colleagues. This allows employees to have a
working relationship with others as they are integrated into the team setting of the work
environment.
After determining the culture of the company, socialization strategies may be
implemented. There are seven common socialization strategies the company may utilize
dependent on the nature of the organization. The different strategies have different effects on the
employees and how they react to the socialization depending on the company. Critically, across
dimensions, the strategies are not mutually exclusive. In practice, they are typically combined in
various and often inventive ways (Maanen, 1978). “Thus, although each tactic is discussed in

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relative isolation, the reader should be aware that the effects of the various socialization
strategies upon individuals are cumulative-but not necessarily compatible (in terms of outcome)
with one another” (Maanen, 1978).
Formal versus Informal
The first strategy to choose from includes formal versus informal strategies. During
formal socialization the newcomers are completely segregated from other organizational
members. When companies take the more formal approach the new employees tend to have more
stress in their attitudes and values (Maanen, 1978). A company’s concern for the recruits
learning the appropriate demeanor and stance causes the recruits work on preparing a person to
occupy a particular status in the organization stressful. Typically, formal socialization is the first
step before the company introduces the more informal socialization. This wave stresses the basic
skills and attitudes that are expected within the workplace. Then when the second part is started,
the more informal socialization starts when the newcomer is placed in their position. Types of
informal strategies the new employees are included with the older members and the sessions take
place in the natural environment where they will be working everyday. Thus informal
socialization procedures are analytically similar to the familiar trial-and-error techniques by
which one learns, it is said, through experience (Maanen, 1978). This is more of hands on
approach and somewhat quickly introducing the workplace and procedures to the new
employees. When making the choice of a formal strategy forces all newcomers to endure,
absorb, and perhaps become proficient with all the skills and materials presented to them, since
they cannot know what is or is not relevant to the job for which they are being prepared for.
Although this is informal it also gives the newcomer the opportunity to see how the work place

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operates in its natural environment. There are always pros and cons to different strategies but the
employer must pick the strategy that suits their company the best.
Individual versus Collective
The second strategy to choose from is individual versus collective. Employers either host
the socialization process as an entire group or the employee goes through the training alone.
This is one of the most crucial decisions when deciding how employers are going to socialize an
employee to a new company. When hosting collectively the employees tend to feel more
comfortable because they feel that they are all “in the same boat”. This changes their perspective
to understand that everyone is facing the same thing. Although these strategies tend to make
employees more comfortable in the workplace, it has potential to cause deviation from the
structure managers have put into place. Group socialization can also promote and intensify agent
demands. Group socialization is more cost effective and easier for larger companies who hire
higher amounts of new employees yearly. Since the employee only has access to the perspectives
of the socialization agent, they may not fully apprehend or appreciate the immediate problems of
the individual. Socialization from an individual standpoint allows the newcomer to adopt views
that are most beneficial to their position. Individual analysis can result in deep changes but they
are solitary changes that depend solely on the mutual regard and warmth that exist between agent
and recruit; there are no other employees or outside factors making these changes. Typically,
when one person is responsible for socializing new employees the become a company role
model. A role model is someone that the company wants employees to look up to and perform
their jobs in similar ways. Individual socialization is expensive in terms of time and money;
when there are failures it is hard to recycle and or save them. Individualized styles attract smaller

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businesses, as it would not be feasible with a very large company. Collective and individual
socialization have many differences but all have one unifying goal of ensuring the newcomers
understand the values, behaviors and attitudes that are practiced within the company (Maanen,
1978).
Sequential versus Non-Sequential
The third strategy consists of sequential versus non-sequential. This is where newcomers
either go through noticeably different stages of development or a single transition stage. A
sequential strategy requires the employee to pass in order to achieve a defined status within the
organization. For example, a company may have certain stages that must be passed in order to
qualify for a particular position. These stages may include completing courses, academy’s, and
training. Each of these stages ranges from general socialization of the company with a specific
order of each task to having no order at all. Every company is different and will choose what
suits them accordingly. When stages are required some candidates learn information better than
others permitting to their interest. When going through a sequential socialization keeping a
schedule is vital to the success of the process. Being prepared and ready for the next step in one’s
career is vital; sometimes employers force pressure upon employees to move up or move to a
different department. That is why having stepping stones is important to make sure the
employee is ready to move on when asked. Then there is non-sequential where an employee
transitions in one stage and there is no step-by-step process that is required to be passed before
moving on to the next stage. Having the transition in one stage can save time but also leave room
for a lot of questions and error (Maanen, 1978).

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Fixed versus Variable
The fourth strategy is fixed versus variable strategies. Fixed strategies have specific time
tables for certain types of training and when they must be completed. The recruit will know
exactly how much time it will take to complete the socialization process. Fixed processes
provide chronological reference points that allow people to observe passages ceremonially and
hold together relationships forged during the socialization understandings. However, variable
strategies are not on a time schedule. These strategies are somewhat on a case-by-case basis and
is based off of when the recruiter thinks the recruit is ready to move forward. Some companies
tend to form a “sentimental order” where there is no formal order but the order, which the stages
typically happen, and the employees know and pick up on the order, as they are being socialized
and exposed to other employees. A great example of both variable socialization and
“sentimental order” is a vertically oriented business career. This process is organized by certain
steps and accomplishments that must be made before moving up in the organization. Although
the administration risks creating an organizational situation marked by confusion and uncertainty
among those concerned with their movement in the system, the variable socialization process
gives an administrator a powerful tool for influencing individual behavior (Maanen, 1978).
Tournament versus Contest
The fifth strategy is tournament versus contest. Tournament socialization is where the
newcomers must win in order to move on to the next part. The only way to move on is to win or
the employee is eliminated. Tournament style socialization is more relevant in large companies
but large companies also practice contest style as well. Tournament strategy dictates that even
among the “high potentials” once someone is dropped from the fast track they can’t get back on

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it. As an employee moves through higher levels in the organization, the tournament strategy
becomes even more extensive. The point here is simply that the tournament socialization process
(particularly if an extreme version is used across all levels in an organization) has widespread
consequences if one does not succeed. Since the tournament track is so intense most employees
going through the process act as they are told to and do not take any risk due to the chance of
losing.
During a contest type of setting the new employees get multiple opportunities to succeed
in the training process. The outlets of movement through the various socialization programs are
kept open and depend on the observed abilities and stated interests. This style also cuts out
major distinction between superiors and inferiors who are currently standing at the same rank.
Contest style keeps several channels open during the socialization and progress is observed and
determined on a case by case basis. This style does not preset norms that prevent employees
from transitioning further into the company. Once employees have progressed into the
organization, instead of requiring tests, some organizations have moved toward providing
employees with other alternatives. These alternatives include offering more reliable career
information and voluntary career counseling to assist in the employee making knowledgeable
choices about where to go in the organization. Researchers have come noticed that employees
who go through a contest style socialization are better participants that are more cooperative and
willing to contribute among other employees within the company (Maanen, 1978).
Serial versus Disjunctive
The sixth strategy is serial versus disjunctive. Serial strategy involves current members
teaching new employees “to act as we act”. Disjunctive strategy allows for new behaviors to be

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developed. Serial strategy includes a new employee being guided by an experienced member of
the company who also has a similar role as to what the newcomer will be demonstrating when
officially starting their job. By pairing a new worker with an experienced worker almost
guarantees that the company is proficient in their techniques and will keep its socialization
tactics for many years to come. Having someone that is available to lead the new employee to
success and happiness within the work place is a serial strategy. Disjunctive strategy is when an
organization does not have someone that is capable to guide a new employee to success.
Disjunctive strategies give the new employee the opportunity to build their own paths, bring
innovation and new spirit to the workplace. This prevents too much conformity within the
workplace and allows the employee to create a fresh perspective which is hard to keep when
entering a workplace where the people are already set in their ways. Disjunctive and serial
strategies can be determined by different stipulations; it all depends on the eyes of the beholder.
Some scenarios that may seem serial to one person, may be considered disjunctive to others.
Also, the way the employee inherits the training is how the trainee views the socialization. When
entering the work force and actually interacting with fellow coworkers that are more
experienced, employees may feel the training is useless. That is why worker familiarity is very
important and highly recommended when training and socializing new employees during the
serial process. The first set of employees usually set the precedent for the next employees to
come. There will be some variation in the years to come but it makes it easier for new workers to
bond and learn from people have been in their situation. From this perspective, serial modes of
socialization provide newcomers with built-in guidelines to organize and make sense of their
organizational situation. Serial strategies can amplify the sometime hard situations in the
workplace causing high turnover and low employee morale (Maanen, 1978). “The analytic

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distinction between serial and disjunctive socialization processes is sometimes brought into sharp
focus when an organization cleans house, sweeping old members out and bringing new members
to replace them. In extreme cases, an entire organization can be thrown into a disjunctive mode
of socialization, causing the organization to lose all resemblance to its former self” (Maanen,
1978). This causes corporations to somewhat lose their old ways and create an opportunity to
start fresh and construct a new environment.
Investiture versus Divestiture
The seventh strategy to choose from when creating a socialization program is investiture
versus divestiture. Investiture is the process of giving information to the new members and
divestiture is when the old habits are taken away (Woods, Johanson, Sciarini, 1992). The
investiture process exploits the tools and characteristics the new employee already posses to
utilize these skills in the new workplace. This type of strategy strives to maintain the qualities
the new employee acquires and to take full advantage of their experience and work techniques.
Most trainers when using this process welcome the guest with the “I like you, how you are
attitude, do not change” mindset. Everyone on staff makes sure the new employee feels
welcomed and all their needs are met (Maanen, 1978). “Orientation programs, career
counseling, relocation assistance, even a visit to the president’s office with the perfunctory
handshake and good wishes, systematically suggest to newcomers that they are as valuable as
they are” (Maanen, 1978).
Divestiture is the opposite and will try to strip away some of the characteristics that the
incoming employee already obtains. This strategy is more extensive in the sense of not being
welcomed immediately and forced to sever old relationships. Divesture may also lead to

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employees being harassed by older employees until they are accepted into the workplace.
During this long process that also calls for low pay, low status and sometimes dirty work the
newcomer is eventually granted informal and formal credentials within the office. Some areas of
work that experience this strategy are professional sports teams, the military, college professor
and several more all typically go through divestiture socialization to gain their credit and respect
with the other staff or team members they are working with. Many organizations require a
recruit to pass through a series of vigorous tests in order to gain privileged access to the
organization. Although this process can be time consuming and difficult there is a sense of
closeness and mutual concern for one another. “The trip provides the newcomer with a set of
colleagues who have been down the same path and symbolizes to others on the scene that the
newcomer is committed fully to the organization. For those who complete the ordeal, the gap
separating recruits from members narrows appreciably while the gap separating” (Maanen,
1978).
Organizational Socialization
After selecting the strategy that work best for the workplace, the supervisors decide who
is going to socialize the newcomers. Typically, an organization wants the best managers and
employees to socialize the new employees so they will act and perform the way the employees
training them do which may result in a win-win situation. When asking a marginal employee to
socialize the newcomers, the marginal employee tends to improve their own skills as the new
employee learns about the company. However, this is not always the case. When training
someone new, their positivity and excitement can wear off on the employee that is socializing
them making both of their productivity and loyalty rise. Another aspect researchers have found

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affective is socializing in groups, while in a group the newcomers learn the ropes faster. When
implementing the seven strategies within an organization, socialization is important to ensure the
company is utilizing proper strategies that best suit their needs.
Elementary Socialization
The elementary socialization is a process within socialization as a whole but mainly
prioritizes on introducing newcomers, making sure they are familiar with the different
departments, organizational atmosphere, culture and familiarity of the human resource policies.
The manager or whoever the company puts in charge of the elementary process of socialization
facilitates activities to make them feel welcomed and more familiar with the work environment.
Theses activities and processes in general are very important, especially on the first day, to
ensure the new employee feel as relaxed as possible. On the first day, employers typically want
the newcomer to learn the goals, rules and procedures of the organization and to clear up any
questions they might have regarding the company. Employers also want to make sure employees
are familiar with the payroll, recruitment, benefit, and overtime pay policies. After the behind
the scenes and paperwork is covered, it is essential to give them a tour of the facility and explain
what their duties and responsibilities will be once they start working. Going along with
introducing the employees, it is also important to introduce them to as many people within the
organization in order for them to feel apart of the team. The elementary side of the socialization
process is vital to ensure they know the basics of the company and feel they are accepted (Syd,
2009).

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Organizational Culture
The culture of the workplace is important to all employees. When a new employee joins
the workforce it is essential to make sure they understand and get a feel for the culture of the
organization. The culture outlines the values, norms, customs and behaviors of the employees
within the company. By teaching the new employee the culture of the workplace increases
productivity and profitability. It also improves employee performance and stability for the entire
organization (Abaspoor, 2008).
Employee Productivity
Productivity is defined in multiple methods. “Productivity is the amount of goods and/or
services produced per hours of human labor” (Fleishman, 1982 p.13). Employee performance is
affected by many tasks at hand and has a direct relationship to employee productivity. Much of
which are if the environment is stable, healthy, how much employees get paid, and more. It is
said that in businesses and economic circles, that more productivity, the better. There are three
kinds of productivity and they depend on where the observer looks and if they are influenced by
the consequences of productivity that is increased or decreased. The first kind is technical
productivity, which is associated with the workplace and concerns of direct goods or services
that are produced by people or groups of people that have access to tools of the workplace. Most
tasks are discussions that are concerned with the levels of productivity and how to enhance it.
Secondly there is economic productivity, which with greater investment in the workplace for
technical productivity can have end results with increased costs for the goods and services
produced. Lastly, social productivity is defined as the desirability and/or usefulness of the
products or services produced (Fleishman, 1982 p. 13). Productivity and performance must take
into account the three levels, technical, economic, and social. It is rather easier said than done.

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The higher employee performance is, the higher the outcome of the task will be. Involved
recruits that approach their job tasks with drive, allegiance, and application are going to be more
accessible to fresh information, increase their productivity, and more willing to go the extra mile.
Moreover, engaged workers take the initiative to change their work environments in order to stay
engaged (Work Engagement, Job Satisfaction, and Productivity—They’re a Virtuous Cycle).
SMART Goals
Goals develop in the workplace when there is a clear vision of the overall project or
procedure that needs to get accomplished. One strategy that is commonly used in the work place
is the five set technique known as SMART Goals. This strategy for managing people mainly
focuses on handling groups that are based on their capability to manage individual and group
goals. The five-part strategy stands for specific, measurable, achievable, realistic, and time.
With open communication and team effort coming up with these goals should be simple.
Interaction among the employees is a solid way to start this process. “The greater the total
amount of consultation, two-way communication and questioning during discussion prior to team
performance, the greater the effect on team performance above and beyond expected from
individual member scores. As for patterns of interaction, the observed verbal conflict before the
team effort, the less the team is effective. As for outcomes of interaction, the more modeling of
one member’s behavior by another, if the model was above average in individual task
performance, the greater than expected would be the team’s performance” (Fleishman, 1982 p.
199). By using the interaction process as a guide, the employees in the workplace can set goals
to be achieved. “Directive clarifying team goals give rise to team properties. With clear goals,
the group is likely to be composed of members more purposively selected. Their training is

36
likely to have been more relevant” (Fleishman, 1982 p. 208). For instance, a team that is given
unclear goals will be more likely to organize itself with less significance to the team task
necessities. Some confirmation shows that if a group is indefinite that they will fall into an older
structure that has not worked in the past. Whenever the group is faced with unexpected
problems or a need for a change, the goals should be worked on to create fresh ones and old ones
should be abandoned. (Fleishman, 1982 p. 209).
Setting SMART objectives should not be too challenging. However, the objective setting
process is challenging for most individuals, especially people who have never set objectives
before. The process should be as simple as sitting down with the workplace group i.e.
employees and writing out objectives and asking the certain questions. From that answer comes
the core for setting the individual's objectives. “For example, if the departmental objective is to
improve the customer satisfaction score, the team can work on providing more self-service
information to reduce the number of calls and call wait-time or offer tools to improve customer
service levels by clarifying how to communicate with a customer” (Use SMART Goals to
Launch Management by Objective Plans). S stands for Specific: There are many factors that
should be mentioned in the objectives that are set in order for them to be effective. Objectives
should be detailed to get an exact outcome that the company aims for. In other words, they
should pronounce the definitive outcome. M stands for Measurable and is more particular. This
trait is used to create objectives and define whether the person or group can meet the objective or
not. A is Achievable: The next significant element to setting these goals is if they can be
achieved. This is crucial in planning by objectives because if the overall goal cannot be
achieved, why set it? “For instance, an objective which states "100 percent customer
satisfaction" isn't realistically achievable. It's not possible to expect that everyone must be 100

37
percent satisfied with their service” (Use SMART Goals to Launch Management by Objective
Plans). A goal set with reasonable percent improvement in customer satisfaction is realistic.
This goal may not be achievable if it's assigned to the wrong person. R is Realistic: Realistic
objectives are objectives that distinguish features, which cannot be exact. In other words,
realistic goals are potentially challenging but not to the extent that the chance of fulfilling them is
slim to none. They can be accomplished with the tools that the person claims. The final letter is
T, which is Time: In other words, it's not simply “improve customer service by a realistic
percentage”. This is the final anchor in making the objective real and tangible. The obscure date
is the date of the next review, when the employee will be held accountable for the goals that
they've set through their objectives (Use SMART Goals to Launch Management by Objective
Plans).
Employee Performance
Employee performance begins with motivation. There are many motivation strategies in
which managers in the workplace can set for employees to perform their job better. Motivation
is an internal characteristic that begins with self-awareness, self-assessment, and self-
management. Self-awareness is having a clear and honest perception of one’s personal traits.
These traits include strengths, weaknesses, habits, beliefs, emotions and thoughts.
Understanding one’s personal traits allows employees to adjust to the workplace and assists in
understanding how to work well with others. Assessments are another tool that may be used to
evaluate employee motivation and performance. These assessments are voluntary but help the
organization inform employees of company values. Values can be places into two categories,
intrinsic and extrinsic. Intrinsic values are defined by those that come from internal

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characteristics and extrinsic values are defined by those that come from the outside environment.
If an employee is confident in their abilities, they tend to perform better which may result in
increased salaries and promotions. Self-assurance is another aspect of employee performance.
Self-assurance models high levels of effort resulting in high levels of performance where
positive outcomes and satisfaction are produced. Effort is the employee’s belief about whether
or not they can accomplish what is expected of them. Self-motivation is another important
aspect that involves the individual’s relationship between effort and performance. The employee
can then depict if the performance will lead to desired outcomes. It is stated in different ways, “It
is the relationship between “what to do” and “what to get”. It is the belief about outcomes
following performance. It is the belief about the answer to the question, Will I get what I
deserve?” (Green, 1992 p. 2). Once the employee can portray if their performance will have
outcomes, they need to establish if those outcomes are going to result in satisfaction. “It is the
belief about how much value to outcomes will have in the future when they are received, rather
than what their value is now. It is the belief about the answer to the question, Will I like it? All of
these statements emphasize the relationship between outcomes and satisfaction” (Green, 1992 p.
3).
Employee performance is more than just motivation. The effort that comes from
motivation is not the only determining factor of performance. There are required skills
employees need in order to perform the tasks at hand. A motivated employee with no skills
cannot guarantee to perform well. Secondly, the work environment must be supportive and
contain necessary tools for good working conditions. Resources such as budget, time,
information, manpower, equipment and supplies are some of the tools needed. Overall,
“performance is a function of effort, skill, and environment, where effort is a function of

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motivation and where motivation is will lead to performance, performance will lead to
outcomes” (Green, 1992, p. 5). Performance equals effort, skill, and environment, where effort
measures the motivation and motivation is measured by effort, performance, outcomes and
satisfaction.
The outcomes that result from employee performance come from two sources. One
source is the outside elements such as the work environment. As a manager at a company, there
is limited control over the characteristics of the workplace. “Although some outcomes are
satisfying because they have direct value to the employee (like praise and recognition), others are
preferred because they lead to an other outcome. That is, one outcome may be instrumental in
the attainment of some other outcome” (Green, 1992 p. 6). For example, a pay raise allows an
employee to binge out and/or purchase a lot of new amenities for themselves. Due to the fact
that intrinsic outcomes are doing the work themselves, the employee has total power for
administrating how to get to the final outcome. Therefore, intrinsic outcomes will relate back to
the performance of the employee (Green, 1982). “Another relationship influences the
employee’s motivation, too. Not only is the effort-performance-outcomes-satisfaction chain
directly related to and determined by the employee’s motivation, but the employee’s motivation
is also influenced in large part by what happens tin the chain of events” (Green, 1982 p, 6).
Business leaders know that the driving force for most employees is money. This is a
motivator and the main reason people work. Without the award of money, humans would have
less interest in employment. Currently, there has been an increasing obligation of how human
resource exercises are directly linked to revenue and profit margins. Research shows great
results with utilizing human resource practices in correlation to performance in the workplace.
Areas such as employee retention and branding, leadership development, hiring new employees,

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performance management, recruiting, and talent management to name a few. The recognition
from the HR practices is causing attention from executives, which has led to some addition value
to their balance sheets. Managers and leaders of many companies are looking at techniques to
measure and explain the importance of their employees and their human resource exercises.
“For most HR professionals, none of this is new. HR metrics are significant part of the
profession’s body of knowledge. But growing appreciation of the value of these measures of HR
effectiveness by business leaders and business analysts outside HR will highlight them even
more in the years ahead” (Schramm, 2012). The practices with the biggest impact will be
studied closer. They will eventually influence the human resource strategies of companies all
around the world. Leaders in the businesses will begin to provide additional time and money to
shape the skills that are used by vastly skilled human resource teams and will effectually arrange
high-impact practices. The opportunities for the business leaders of future human resource
specialists are high. Human resource authorities will need to grow an understanding and
communicate about the return on investment for the main practices that are currently being used
(Schramm, 2012).
Orientation and Employee Productivity
Orientation is defined as the resolve of the virtual position of something or someone,
particularly oneself. In human resource management, the introductory phase is the process of
fresh employee accommodation. There are objectives of orientation that include guaranteed
employee commitment, reduction in the employee’s anxiety and stress level, assistance in
understanding the expectations they are held to at the organization, and lastly, convey what they
expect from the job and the establishment they work for. (What Is Orientation? Definition and

41
Meaning). The orientation that someone takes place in has a relationship to the productivity
one’s organization has. There are two major determinants for productivity. “With the advent of
computers the terms input and output have become very familiar. Output is what one gets out of
a system, a task, or an employee. Input consists of those things one needs to put into the system,
task, or employee before output will occur. The productivity of employees is a question of
output” (Champagne, McAfee p. 2). By offering orientation programs in the workplace, the
company maximizes employee productivity because employees feel comfortable and motivated
by the factors previously mentioned in this report.
Orientation and Company Profits
Another factor to seek a good increase in employee productivity is how much they are
getting paid. Company profits come from a lot of different factors in the orientation of a work
place. "To help maximize profits, the manager will need to determine total labor hours. Again,
the manager will depend on productivity standards and history. Once the manager has this
information, the manager will be able to stagger the schedule and maximize profits. Once the
manager has determined total labor hours, the manager will be able to calculate a budget for
labor dollars. The easiest way to do this is by taking the total labor hours times the average wage
of servers", (Dennison and Weber 2015). The best way to evaluate and make sure the schedules
are developed fairly is by using software programs that help make calculations for them. To
predict this, it is essential to be accurate. Information that is accumulated from previous periods
is the best source to use. Businesses tend to make predictictions by using the previous year's
data, last month's data or the previous week's data. Whichever one they use, the business wants

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accuracy. Hospitality industries tend to use their sales information to determine the number of
guests will take a visit to their business (Dennison and Weber, 2015).
Socialization and Employee Productivity
Socialization is “The process in which employees learn what is expected of them at
specific tasks and behaviors of their job,” (Woods, Johanson, Sciarini, 1992 p. 179). There is
more than just one way that mangers should choose from a variety of socialization methods and
from there decide what is the best for the company and the employees that work there. When the
employees are acclimated with their surroundings, adjusted to their manager, and understand
how things are formatted in the business, the productivity of the employee grows. Productivity
starts with an assessment of the productivity of a worker or group. Productivity can be
appraising in terms of the production of the employee during certain time period. Socialization
and employee productivity have a direct relationship because being social with a group of people
can affect the productivity levels when working in a group setting than individually. In the
hospitality industry it is common to work with a group in many segments so the employee needs
to know their tasks and how to behave on their job to get it done.
Socialization and Company Profits
Profit and production costs affect businesses because they have a strong influence on
cash flow and the overall health of a company's business model. “The more revenue you generate
and the less you spend, the greater the amount of revenue you'll have for financing day-to-day
operations and also for paying yourself” (Gartenstein). Although there is a link between profit
and cash flow doesn’t mean there is a direct correlation. It may mean that the money the

43
company is generating is being used to pay off debt. If the business is earning a profit and is
given a certain amount of time, the business must work with the capital they are provided with.
“Profit is the amount that your business ultimately earns, after subtracting expenses, such as
operating costs from gross revenue. Earning a healthy profit is essential to the healthy operation
of any business. Profit provides you with the money to pay your expenses, pay yourself and pay
off debts and invest in growing your company,” (Gartenstein).
Conclusion
Orientation and socialization affect employee productivity and company profits both
positively and negatively. Orientation and socialization are vital to ensuring the employees are
integrated into the workplace smoothly. Depending on the workplace environment, general or
specific orientation techniques may be utilized. The type of orientation a company chooses to
implement is dependent on many factors including company needs, employee personalities, and
turnover rates. Orientation focuses on increasing the skills of managers and employees whereas
socialization allows employees to build relationships. Integrating these techniques in the
workplace can reduce turnover and create an enjoyable environment to work in. If orientation
and socialization processes are performed properly, they will provide a competitive advantage
over opponents within the market.

44
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Orientation and Socialization
Sarah Durette, Jessica Judd, Emmie Grantham, and Newell Burleson
East Carolina University

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