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Employee
Socialization
and
Orientation
By Si hosseini
Organizational Socialization



How employees adjust to a new organization
What is at stake:
 Employee

satisfaction, commitment, and
performance
 Work group satisfaction and performance
 Start-up costs for new employee
 Likelihood of retention
 Replacement costs
2
Two Approaches to Socialization
Realistic Job Preview (RJP)
 Employee Orientation


3
Organizational Socialization
Defined


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

4
Organizational Role


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

5
Dimensions of Organizational
Roles

Inclusionary– social dimension (e.g.,
outsider, probationary, permanent status)
 Functional – task dimension (e.g., sales,
engineering, administrative)
 Hierarchical – rank dimension (e.g., line
employee, supervisor, management, officer)


6
Role Situations


Role – a set of behaviors expected of
individuals holding a given position in a
group
 Role

overload – more than can be
reasonably expected from an individual
 Role conflict – unclear expectations from
others
 Role ambiguity – role itself is unclear
 Common

in newly created positions

7
Issues Relevant to Socialization



Role communication – how well the role is
communicated to the individual and the group
Role orientation – how innovative an individual is
in interpreting an organizational role
 Custodial
 Status

quo

 Innovative

 Redefining

role

8
Group Norms


Unwritten rules of conduct established by
group members



Types:
 Pivotal–

essential to group membership

 Relevant–

desirable, but not essential

 Peripheral–

unimportant behaviors

9
Expectations


A belief or likelihood that something will
occur

10
Socialization Categories


Preliminary learning



Learning about the organization



Learning to function in the work group



Learning to perform the job



Personal learning

11
Feldman’s Stage Model of
Socialization (1981)
Three stages:


Anticipatory socialization



Encounter



Change and Acquisition

12
Feldman’s Model of
Organizational Socialization

13
Anticipatory Socialization
Setting of realistic expectations
 Determining a match with newcomer


14
Encounter
Formal commitment made to join the
organization
 “Breaking in” (initiation into the job)
 Establishing relationships
 Roles clarified


15
Change and Acquisition
New employee accepts group norms and
values
 Employee masters tasks
 Employee resolves any role conflicts and
overloads


16
People Processing Strategies (Van
Maanen)
Formal versus Informal
 Individual versus Collective
 Sequential versus Nonsequential
 Fixed versus Variable
 Tournament versus Contest
 Serial versus Disjunctive
 Investiture versus Divestiture


17
Formal versus Informal
Formal Strategy– All newcomers will likely
have very similar experiences. Formal
activities are isolated and make newcomer’s
role explicit (clear)
 Informal Strategy– each newcomer’s
experience will likely be unique. Informal
processes take place within work context
and do not clearly specify newcomer’s role.


18
Individual versus Collective
Degree to which newcomers are socialized
individually or as a group
 Are newcomers part of a new group, or are
they treated individually?
 Group camaraderie formed, versus feeling
of isolation
 Generally, Collective strategy is less
expensive


19
Sequential versus Nonsequential


Sequential – individual progresses through
a series of established stages to achieve a
position & gain a recognized role or status
 e.g.,

mail clerk, mailroom supervisor,
information manager



Nonsequential – individual achieves position
immediately
 e.g.,

six-month training program to become a
bank branch manager

20
Fixed versus Variable
Fixed – employee knows when transition
period will end
 Variable – length of transition period varies
from individual to individual


21
Tournament versus Contest
Tournament– as time passes, candidates
are sorted according to potential, ambition,
background, etc., and then assigned to
various tracks (fast)
 Contest– all individuals pass through all
stages according to observed abilities and
interests (slow)


22
Serial versus Disjunctive


Serial – using senior employees to provide a
mentoring approach
 Tends



to perpetuate the status quo

Disjunctive – uses outsiders (trainers) to
provide mentoring
 Encourages

innovation

23
Investiture versus Divestiture
Investiture– Strategy that reinforces the
uniqueness and viability of newcomer’s
individual characteristics. Preserves
newcomer’s identity, such as in recruiting
upper management
 Divestiture– suppressing certain
characteristics like attitudes and selfconfidence and replace it with others of
value to organization (e.g., basic military
training)


24
People Processing Tactics &
Strategies
1.

2.

A process that is: sequential, variable,
serial and involves divestiture practices will
lead newcomers to develop a custodial
orientation (will define their roles as
organization has defines them) e.g. military
A process that is: collective, formal,
random, fixed and disjunctive will lead to
content innovation role orientation
(newcomers will make changes and
improves their roles from org. perspectives)
25
Insider Advantages
Accurate expectations
 Knowledge base
 Relationships with other insiders


26
What Do Newcomers Need?


Clear information on:





Expectations
Norms
Roles
Values

Assistance in developing needed KSAOs
 Accurate help in interpreting events


27
Effects of Realistic Job Preview
(John Wanous: 4 interrelated
mechanisms)
1

2

4

3

28
The Realistic Job Preview




Vaccination Against Unrealistically High
Expectations (recruiters provide accurate
information to outsiders)
Self-Selection




Coping Effect




Does job & organization meet individual needs? If
no, individual will be dissatisfied & quit
Realistic expectations help newcomers develop
clear idea of their roles and cope with selected job

Personal Commitment


Based on personal choice, individual will develop a
strong personal commitment to that choice.
29
When to Use Realistic Job
Previews (RJPs)

When candidates can be selective about
jobs
 When there are more applicants than jobs
 When recruits lack necessary information
 When replacement costs are high


30
Issues in determining RJP Content



A variety of media for delivering RJP has been
suggested (booklet, DVD, presentation)
Descriptive or Judgmental Content




Extensive or Intensive Content




Massive information given or selective information
presented in brief?

Degree of Content Negativity




Factual information or incumbent feelings?

Positive or negative approach?

Message Source


Actors or company members?
31
Employee Orientation Programs








Reduce newcomer stress
Reduce start-up costs
Reduce turnover
Expedite proficiency
Assist in newcomer assimilation
Enhance adjustment to work group and norms
Encourage positive attitude

32
Orientation Program Content
Information about company as a whole
 Job-specific information


33
Company Information
Overview of company
 Key policies and procedures
 Mission statement
 Company goals and strategy
 Compensation, benefits, safety
 Employee relations
 Company facilities


34
Job-Specific Information







Department functions
Job duties and responsibilities
Polices, rules, and procedures
Tour of department
Introduction to departmental employees
Introduction to work group

35
A Large Company Procedure
(Table 8-4)
Material distribution
 Pre-arrival period
 First day
 First week
 Second week
 Periodic updates


36
Orientation Roles


Supervisor
 Information

source
 Guide for new employees


Coworkers
 Socialize

into organization
 Help learn norms of the work group and
organization

37
Orientation and the HRD Staff
HRD staff designs and implements
new employee orientation program
 HRD schedules participation by
various level of management
 HRD staff evaluates orientation
program and implements needed
changes


38
Common Problems in Employee
Orientation
Too much paperwork
 Information overload
 Information irrelevance
 Scare tactics
 Too much “selling” of the


organization

39
Common Problems in Employee
Orientation – 2
Too much one-way communication
 One-shot mentality
 No evaluation of program
 Lack of follow-up


40
Designing and Implementing an
Orientation Program
Set objectives
 Research orientation as a concept
 Interview recent new hires
 Survey other company practices
 Review existing practices
 Select content and delivery method
 Pilot and revise materials


41
Designing and Implementing an
Orientation Program – 2
Produce and package the printed and
audiovisual materials
 Train supervisors and install program
 Evaluate program effectiveness
 Improve and update program


42
Summary
New employees face many challenges
 Realistic job previews and employee
orientation programs can:


 Reduce

stress
 Reduce turnover
 Improve productivity

43

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Employee socialization & orientation

  • 2. Organizational Socialization   How employees adjust to a new organization What is at stake:  Employee satisfaction, commitment, and performance  Work group satisfaction and performance  Start-up costs for new employee  Likelihood of retention  Replacement costs 2
  • 3. Two Approaches to Socialization Realistic Job Preview (RJP)  Employee Orientation  3
  • 4. Organizational Socialization Defined  “The process by which an individual acquires the social knowledge and skills necessary to assume an organizational role.” 4
  • 5. Organizational Role  A set of behaviors expected of individuals who hold a given position in a group. 5
  • 6. Dimensions of Organizational Roles Inclusionary– social dimension (e.g., outsider, probationary, permanent status)  Functional – task dimension (e.g., sales, engineering, administrative)  Hierarchical – rank dimension (e.g., line employee, supervisor, management, officer)  6
  • 7. Role Situations  Role – a set of behaviors expected of individuals holding a given position in a group  Role overload – more than can be reasonably expected from an individual  Role conflict – unclear expectations from others  Role ambiguity – role itself is unclear  Common in newly created positions 7
  • 8. Issues Relevant to Socialization   Role communication – how well the role is communicated to the individual and the group Role orientation – how innovative an individual is in interpreting an organizational role  Custodial  Status quo  Innovative  Redefining role 8
  • 9. Group Norms  Unwritten rules of conduct established by group members  Types:  Pivotal– essential to group membership  Relevant– desirable, but not essential  Peripheral– unimportant behaviors 9
  • 10. Expectations  A belief or likelihood that something will occur 10
  • 11. Socialization Categories  Preliminary learning  Learning about the organization  Learning to function in the work group  Learning to perform the job  Personal learning 11
  • 12. Feldman’s Stage Model of Socialization (1981) Three stages:  Anticipatory socialization  Encounter  Change and Acquisition 12
  • 14. Anticipatory Socialization Setting of realistic expectations  Determining a match with newcomer  14
  • 15. Encounter Formal commitment made to join the organization  “Breaking in” (initiation into the job)  Establishing relationships  Roles clarified  15
  • 16. Change and Acquisition New employee accepts group norms and values  Employee masters tasks  Employee resolves any role conflicts and overloads  16
  • 17. People Processing Strategies (Van Maanen) Formal versus Informal  Individual versus Collective  Sequential versus Nonsequential  Fixed versus Variable  Tournament versus Contest  Serial versus Disjunctive  Investiture versus Divestiture  17
  • 18. Formal versus Informal Formal Strategy– All newcomers will likely have very similar experiences. Formal activities are isolated and make newcomer’s role explicit (clear)  Informal Strategy– each newcomer’s experience will likely be unique. Informal processes take place within work context and do not clearly specify newcomer’s role.  18
  • 19. Individual versus Collective Degree to which newcomers are socialized individually or as a group  Are newcomers part of a new group, or are they treated individually?  Group camaraderie formed, versus feeling of isolation  Generally, Collective strategy is less expensive  19
  • 20. Sequential versus Nonsequential  Sequential – individual progresses through a series of established stages to achieve a position & gain a recognized role or status  e.g., mail clerk, mailroom supervisor, information manager  Nonsequential – individual achieves position immediately  e.g., six-month training program to become a bank branch manager 20
  • 21. Fixed versus Variable Fixed – employee knows when transition period will end  Variable – length of transition period varies from individual to individual  21
  • 22. Tournament versus Contest Tournament– as time passes, candidates are sorted according to potential, ambition, background, etc., and then assigned to various tracks (fast)  Contest– all individuals pass through all stages according to observed abilities and interests (slow)  22
  • 23. Serial versus Disjunctive  Serial – using senior employees to provide a mentoring approach  Tends  to perpetuate the status quo Disjunctive – uses outsiders (trainers) to provide mentoring  Encourages innovation 23
  • 24. Investiture versus Divestiture Investiture– Strategy that reinforces the uniqueness and viability of newcomer’s individual characteristics. Preserves newcomer’s identity, such as in recruiting upper management  Divestiture– suppressing certain characteristics like attitudes and selfconfidence and replace it with others of value to organization (e.g., basic military training)  24
  • 25. People Processing Tactics & Strategies 1. 2. A process that is: sequential, variable, serial and involves divestiture practices will lead newcomers to develop a custodial orientation (will define their roles as organization has defines them) e.g. military A process that is: collective, formal, random, fixed and disjunctive will lead to content innovation role orientation (newcomers will make changes and improves their roles from org. perspectives) 25
  • 26. Insider Advantages Accurate expectations  Knowledge base  Relationships with other insiders  26
  • 27. What Do Newcomers Need?  Clear information on:     Expectations Norms Roles Values Assistance in developing needed KSAOs  Accurate help in interpreting events  27
  • 28. Effects of Realistic Job Preview (John Wanous: 4 interrelated mechanisms) 1 2 4 3 28
  • 29. The Realistic Job Preview   Vaccination Against Unrealistically High Expectations (recruiters provide accurate information to outsiders) Self-Selection   Coping Effect   Does job & organization meet individual needs? If no, individual will be dissatisfied & quit Realistic expectations help newcomers develop clear idea of their roles and cope with selected job Personal Commitment  Based on personal choice, individual will develop a strong personal commitment to that choice. 29
  • 30. When to Use Realistic Job Previews (RJPs) When candidates can be selective about jobs  When there are more applicants than jobs  When recruits lack necessary information  When replacement costs are high  30
  • 31. Issues in determining RJP Content  A variety of media for delivering RJP has been suggested (booklet, DVD, presentation) Descriptive or Judgmental Content   Extensive or Intensive Content   Massive information given or selective information presented in brief? Degree of Content Negativity   Factual information or incumbent feelings? Positive or negative approach? Message Source  Actors or company members? 31
  • 32. Employee Orientation Programs        Reduce newcomer stress Reduce start-up costs Reduce turnover Expedite proficiency Assist in newcomer assimilation Enhance adjustment to work group and norms Encourage positive attitude 32
  • 33. Orientation Program Content Information about company as a whole  Job-specific information  33
  • 34. Company Information Overview of company  Key policies and procedures  Mission statement  Company goals and strategy  Compensation, benefits, safety  Employee relations  Company facilities  34
  • 35. Job-Specific Information       Department functions Job duties and responsibilities Polices, rules, and procedures Tour of department Introduction to departmental employees Introduction to work group 35
  • 36. A Large Company Procedure (Table 8-4) Material distribution  Pre-arrival period  First day  First week  Second week  Periodic updates  36
  • 37. Orientation Roles  Supervisor  Information source  Guide for new employees  Coworkers  Socialize into organization  Help learn norms of the work group and organization 37
  • 38. Orientation and the HRD Staff HRD staff designs and implements new employee orientation program  HRD schedules participation by various level of management  HRD staff evaluates orientation program and implements needed changes  38
  • 39. Common Problems in Employee Orientation Too much paperwork  Information overload  Information irrelevance  Scare tactics  Too much “selling” of the  organization 39
  • 40. Common Problems in Employee Orientation – 2 Too much one-way communication  One-shot mentality  No evaluation of program  Lack of follow-up  40
  • 41. Designing and Implementing an Orientation Program Set objectives  Research orientation as a concept  Interview recent new hires  Survey other company practices  Review existing practices  Select content and delivery method  Pilot and revise materials  41
  • 42. Designing and Implementing an Orientation Program – 2 Produce and package the printed and audiovisual materials  Train supervisors and install program  Evaluate program effectiveness  Improve and update program  42
  • 43. Summary New employees face many challenges  Realistic job previews and employee orientation programs can:   Reduce stress  Reduce turnover  Improve productivity 43