The document discusses the models of organizational socialization, emphasizing the stages of anticipatory socialization, encounter, and metamorphosis as individuals adapt to new workplaces. It highlights the significance of role development processes and communication in fostering integration, as well as the impact of organizational exit on employees and their networks. The employment interview is also analyzed as a tool for both assessing potential employees and easing newcomers' adaptation through realistic expectations.

1. Week 4
Chapter 7

2.  Models of organizational socialization
 Content of socialization
 Communication processes
 Role development processes – LMX
 Organizational Exit

3. Objective
By the end of the class you will be able to…
1. Identify socialization processes that
influence individual’s adaptation to
organizations.

4. Models of Socialization
 Assimilation
Ongoing behavior and cognitive
processes by which individuals join,
become integrated into, and exit
organizations.
- Socialization
- Individualization

5. Models of Socialization
 Socialization
Organization tries to influence the new
hire to adapt to and adopt the way they
do things around the workplace using
formal and informal processes.

6. Socialization Example
 How to greet
customers
 Physical
appearance
 Language

7. Models of Socialization
 While this is
happening, the new
employee tries to
change some aspects
of the procedures to
satisfy his/her specific
needs and desires.

8. Models of Socialization
 Processes through which individuals adapt
to organizational life are complicated.
 Develop over span of time and involve
organizational members, changes of
behavior and activities.
 3 stages of the socialization process have
proven to be a useful tool for studying the
processes that individuals experience as
they enter organizations.

10. Anticipatory Socialization
 Is the process that
occur before an
individual enters the
organization
 Learn about work in general
 Learn about a particular
occupation
 Learn about a particular
organization

11. Anticipatory Socialization
 What were some things you knew about
your current job prior to starting in that
job?

12. Anticipatory Socialization
 Were there dinner table conversations
about specific work behaviors or career
paths that inspired you to follow them?

13. Encounter
 Occur at the organization “Point of Entry”,
when the new employee first encounter life
on the job.
time o change,
contrast, and
surprise.

14. Encounter
 The new employee
must work to make sense of the new
organizational culture,
relies on predispositions and past
experiences, and
the interpretations of others to help
them understand and navigate the stress
of getting socialize into a new job.

15. Encounter
 This is also the stage where people may
find some disappointment.
 If the new employee comes into the
organization with false expectations this
will be the time to get the reality shock
and see things as they really inside.
 This phase involves a variety of formal and
informal communication processes.

16. Encounter
 How have the things you knew or had
heard about your current job prior to
starting work in that job
remained the same/changed/ or
were different from what you
encountered once you started working?

17. Encounter
 This phase also involves
extensive information-seeking
from the employee.
 When organizational programs
and systems are well-designed
and work towards investing
the newcomer in the
company’s goals and culture,
they can be successful in
enhancing commitment and
reducing turnover.

18. Metamorphosis
 The final stage of the socialization process
is when the new employee makes a
transition from outsider to insider.

19. Do you consider yourself
an organizational insider?
 Why do you feel like you are now an
accepted member of your organization?

20. Metamorphosis
 The new employee becomes an accepted,
participating member of the organization
by learning new behaviors and attitudes
and modifying others.

21. Metamorphosis
 Individuals who transfer from one job to
another within an organization are not
seen as new employees, and that’s why
they don’t receive formal socialization
experiences.
 However, these employees still cope with
new job requirements, new social
relationships and sometimes a new
location.

22. Metamorphosis
 A 4th stage includes organizational exit,
which is when the relationship between the
employee and employer is terminated.
Voluntarily, when you decide to quit an
organization
 In-voluntary- when you are fired or
asked to leave

23. Content of Socialization
 Louis identified This can’t occur two classes
of information that must be grasped during
socialization process
Role-related information
- Information, skills, procedures and rules
necessary to do a job
Information about the organizational
culture
- Mission, vision, values, artifacts, rites
and rituals

24. Content of Socialization
 Myers and Oetzel – proposed a model that
details the processes involved in socialization
Developing familiarity with others
Acculturating to the new environment
Feeling recognized by others
Becoming involved in different
organizational work processes
Developing competency on the job
Role negotiation

25. Summary Socialization
Models
 The phase or stages model of socialization
help us understand the “when” of
socialization.
How individuals move from anticipating
occupational and organizational life to
becoming integrated organizational
members.
Content models help us understand the
“what” of socialization by differentiating
between role-related and cultural
information

26. Summary Socialization
Models
 These notions of “when” and “what” are a
variety of processes through which
assimilation occurs
Formal training programs
Mentoring
Interviewing
Outside research
Relationship with managers, coworkers and
subordinates

27. The Employment
Interview
 Important step in anticipatory socialization
process
Interviewer is using interview to recruit
and make decisions about recruits
Applicant is using interview to find out
more about the organization
As a socialization tool this is a point of
first contact between the potential future
employer and the employee

28. Interview as Recruiting
and Screening Tool
 The main purpose of the employment
interview is to recruit and screen potential
employees.
 In an interview, the organizational
representative has little time to make
assessment about factors that aren’t on
paper
Interviews help to gather information in
relatively structured ways

29. Interview as Recruiting
and Screening Tool
Highly structure interviews are better
predictors of future job performance
- Inverted-funnel approach is used.
Closed-ended questions are used at the
beginning of the interview followed by
open ended questions as the interview
progresses.

30. Interview as Recruiting
and Screening Tool
 Interviewers often provides “cue”
applicants about appropriate responses.
We are a national company with the
need for high-mobility employees.
Would you be willing to relocate?

31. Interview as Recruiting
and Screening Tool
 Variability in content of questions
 Some interviewers might concentrate on
college courses and activities.
 Another, might ask about behavior in
hypothetical situations
Click here for a sample of potential
questions:
- Sample Interview Questions
- Why Are Manholes Round? The 10 Toughest In

32. The Interview as
Information-
Gathering Tool
 Interview provides glimpse of possible future
employee
 Applicant satisfaction with interview is good
predictor of acceptance of second interview. But,
both parts need to feel satisfy with the outcome
of the first one.
 Most interviewees assume they should play a
passive role in process
 10 Secrets to Getting a Job at Apple, Google or Micros

33. The Interview as
Information-
Gathering Tool
 Recruits do form impressions during the
interviewing process
 Interviewees receiving second interviews
are likely to be those who confined their
questions to job-related items
 Interviewees may form impression about a
company based on questions asked and
behavior of recruiter

34. The Interview as Tool
for Socialization
 Think about all the pieces of information
that you received from the interviewer at
the time of the interview.
 That information can help to prepare, in
your mind, questions you should ask to the
interviewer.
 It’s important that candidates understand
the expectations of the organization and its
culture.

35. The Interview as Tool
for Socialization
 Interview can serve to ease newcomer’s
adaptation to organization.
 If new employees have a realistic picture
of their future job, they will be less
disappointed if their expectations are not
met.
 A realistic preview also reduces voluntary
turnover.

37. Role-Development
Processes
 According to Miller and Jablin the use of
those tactics will depend on the need to
reduce uncertainty and the social costs of
seeking information.
 The social cost might include
embarrassment about not knowing
something or fear to ask.

38. Role-Development
Processes
 The process of role development is an
ongoing one that begins with organization
entry and continues with the
metamorphosis stage of socialization.

39. Role-Development
Processes
 Graen believes that organizational
members accomplish their work through
roles
Individuals develop roles through
interaction with others
The social exchange between supervisor
and subordinate is critical in role
development (LMX) or Leader-Member
Exchange Theory.

40. Role-Development
Processes
 Leader-Member Exchange (LMX) Theory
divides roles development into three
phases
Role-taking
Role-making
Role-routinization

41. Role-Taking Phase
 The supervisor tries to discover the
relevant talents, skills and motivations of
the member.
 The leader request different activities to
the member and observes how the
member responds to each one.

42. Role-Making Phase
 The supervisor gives the role and the subordinate
modifies the nature of the role and the way the
job is done.
 The subordinate acquires trust from the
supervisor to allow for a negotiation of a specific
task.
 This phase involves a social exchange in which
each part must value the other.
 The leader can offer formal rewards and informal
resources such as information, support and
attention.

43. Role-Routinization
Phase
 At this point, the role of the subordinate
and expected behaviors of the supervisor
are well understood by both parties.
 A relationship between supervisor and
subordinate has been established

44. Technology and
Socialization
 Applicants should be aware that organizations
Google applicants or look at postings on social
networks in hiring decisions.
 Communication technology can enhance
socialization
Applicants can read about the company
before the interview
Read articles written by employees
Research the company Website

45. Organizational Exit
 Workers today more likely to make radical job
switches
 Organizational exit is process
 Influences those who leave and those who
are left behind
 Organizational exit can have effects on
families of those who leave
 Communication plays role in disengagement
process

46. Organizational Exit
 Individuals on periphery of communication
networks are more likely to exit
 When exit becomes imminent communication
about leave-taking more explicit
 The nature of communicating messages also
changes since leave-takers craft different
messages for differing audiences. Depending
on who leaves or retires you might have
different messages

47. Organizational Exit
 Organization exit can be a happy or a
stressful experience for individuals
depending on the reasons and
circumstances surrounding exit.
 Communication is a form of social support
and is critical for relieving stress that often
occurs in the postexit stage for both
leavers and stayers.