Transcript Document
EMPLOYEE ORIENTATION
Jayendra Rimal
Jayendra Rimal
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Introduction to Organizational Socializing
• It is “ the process by which as individual acquires the
social knowledge and skills necessary to assume an
organizational role”.
• The process of adjusting to a new organization
• It is complex and lengthy process
• As it may take employees months to understand what is
expected
• An outsider is transformed into a productive and
accepted insider
• Applicable to transfers and promotees also as they begin
their socialization with the challenge of gaining
acceptance by new colleagues
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Concepts of Socialization
1.
Organizational Roles: Roles define how a person fits
into the organization and what he/she must do to
perform effectively. Some dimension:
1. Inclusionary – a social dimension
2. Functional – a task dimension
3. Hierarchical – a rank dimension
Role communication : These issues deal with the fact
that roles are not always communicated clearly. Roles
can be perceived differently across the top hierarchy
(as opposed to the job description). Important
consequences:
1. Role overload
2. Role conflict
3. Role ambiguity
Role orientation: The extent to which individuals are
innovative in interpreting their organizational roles.3
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Concepts of Socialization
2.
Group Norms: Norms are normally unwritten rules
established by group members to influence or control
behavior within the group. Newcomers must learn to
behave in ways that are consistent with group norms if
they are to be accepted. Three levels:
1.
2.
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Relevant – Desirable but not essential
Pivotal - Essential behaviors
Peripheral – Unimportant behaviours
Expectations: It is a belief about the likelihood that
something will occur and can encompass behaviours,
feelings, attitudes. This is an important variable for
issues like motivation and decision making.
1.
2.
3.
Unrealistically high expectations
Met expectations
Unmet expectations
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Content of Socialization
Socialization is a learning process that newcomers
must learn to be accepted.
– Preliminary learning: what to learn, whom to learn
from
– Learning about the organization: goals, values,
policies
– Learning to function in the work group: values,
norms, rules
– Learning how to perform the job: Skills and
knowledge
– Personal learning: learning from experience on the
job
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Outcomes of socialization
- Greater knowledge of organization and work group
– Attitude that make performing, fitting into and
remaining with the organization and group possible
– Behaviors that lead to personal and organizational
effectiveness
– Other possible outcomes:
• Role conflict, Role ambiguity, Role overload,
General job satisfaction, Job involvement, Self
confidence, Commitment to the organization,
Internal work motivation, Internalized values,
Innovation and cooperation, Tenure, Job
performance, Mutual influence, Overconformity,
Acceptance by organizational members
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Stage Models of Socialization
• Feldman’s 3 stage Model
– Anticipatory socialization (Getting in)
– Encounter/Accommodation (Breaking in)
– Change and acquisition/Role management (Settling in)
• Buchanan’s Early Career Model
• Porter, Lawler & Hackman’s Entry Model
• Schien’s Socialization Model
• Wanous’s Integrative Approach
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People Processing Strategies
• Formal versus informal
• Individual versus collective
• Sequential versus non-sequential
• Fixed versus variable
• Tournament versus contest
•
Serial versus disjunctive
• Investiture versus Divestiture
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Realistic Job Preview
Realistic job preview (RJP) involves providing recruits
with complete information about the job and the
organization. This is in contrast to the traditional
approach whereby both the positive and negative
information –in essence- the whole truth is given. A
model of RJP:
– Vaccination against unrealistically high expectations: Accurate
information helps new employees to adjust their expectations
according to the reality of the job.
– Self-selection: Enables recruits to decide whether the job and
the organization match their individual needs.
– Coping effect: Helps in developing clear ideas of their roles
enabling them to develop coping strategies
– Personal commitment: Decision based on realistic perspective
will likely develop a stronger personal committment
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Employee Orientation Programmes
Designed to introduce new employees to the job, their
supervisors, co-workers and the organization. While RJP
is the anticipatory stage, this is the encounter stage of
the socialization process. Some objectives:
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Reduce stress and anxiety
Reduce startup costs
Reduce time taken for newcomer to reach proficiency
Assist the new comer in learning the organization’s values,
culture and expectations
– Assist the newcomer in acquiring appropriate role behaviours
– Help the newcomer adjust to the work group and its norms
– Encourage development of positive attitude
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Orientation Roles
• The Supervisor: Plays a pivotal role by helping a
newcomer overcome feelings of anxiety by providing
factual information and clear and realistic performance
expectations. Assists in encouraging acceptance by
coworkers.
• Coworkers: Interaction helps in providing support and
information. Helps newcomers to learn the norms of the
work group and the organization. Discourages hazing
activities.
• HRD Staff: They design and oversee the orientation
program. Conducting orientation and training programs
• Newcomer: Should be encouraged to be an active learner.
They should seek out information and relationships they
feel will help in adjusting to the organization.
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Designing and Implementing Orientation Program
• Set objectives
• Form a steering committee
• Interview recently hired employees, supervisors and
corporate officers
• Survey the orientation package of other companies
• Survey existing company orientation program and
materials
• Select content and delivery methods
• Pilot and revise materials
• Produce and package print and audio visual materials
• Train supervisors and install the system
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Problems with Orientation Programs
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Too much emphasis on paperwork
Information overload
Information irrelevance
Scare tactics
Too much selling of the organization
Emphasis on formal, one-way communication
One-shot mentality
Minimum diagnosis or evaluation of the program
Lack of follow-up
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Thank you !