Jayendra Rimal EMPLOYEE ORIENTATION 1 Jayendra Rimal

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 2 Jayendra Rimal

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 Jayendra Rimal

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.Relevant – Desirable but not essential 2.Pivotal - Essential behaviors 3.Peripheral – Unimportant behaviours 3.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.Unrealistically high expectations 2.Met expectations 3.Unmet expectations 4 Jayendra Rimal

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 5 Jayendra Rimal

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 6 Jayendra Rimal

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 Jayendra Rimal 7

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 Jayendra Rimal 8

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 9 Jayendra Rimal

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: –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 10 Jayendra Rimal

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. 11 Jayendra Rimal

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 12 Jayendra Rimal

Problems with Orientation Programs 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 13 Jayendra Rimal

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