1. SOCIALIZING, ORIENTATION AND DEVELOPMENT

2. Socializing, orienting and developing process - programs Adapt to new organization and work responsibilities Designed to assist in understanding what is work about in the organization and accept behavior that organization views as desirable to attain goals of each employee

3. Process of adaptation Different work activities A new boss Different and diverse group of co-workers A different set of standards for successful performance

4. Assumptions of Socilization Socialization strongly influences employee performance and organizational stability New members suffer from anxiety Socialization does not occur in a vacuum Individual adjust to new situations in a remarkably similar way

5. Socialization strongly influences employee performance and stability Performance depends on understanding the right way Appraisal includes how well one fits in How well go along with co-workers? Have acceptable work habits? Demonstrate right attitude? Present appropriate behavior? Jobs are filled vacated with minimum disruption.

6. New members suffer from anxiety Feels a lack of identification New work location, new co-workers, new superior, new rules and regulations New employees need special attention to put them at ease – adequate information to reduce uncertainty and ambiguity Tension can positively contribute to learn the values and norms as quickly as possible

7. Socialization does not occur in a vacuum Learning from socialization goes beyond job description Influenced by behaviors and statements made by colleagues, management, employees, clients and other people.

8. Individual adjust to new situations in a remarkably similar way Every new member goes through a settling-in period that tends to follow a relatively standard pattern

9. Socialization Process Pre arrival Encounter metamorphosis

10. Pre arrival stage Recognizes that individual arrive in an organization with a set of organizational values, attitudes and expectations Selection interview – right type of employee

11. Encounter stage Where individuals confront the possible dichotomy between their organizational expectations about the organization, co- workers, supervisors, organization in general and reality. Socialization however can not solve all expectation differences

12. Metamorphosis Going through changes Desirable metamorphosis When becomes comfortable with the organization and the work teams.

13. Orientation Activities that introduce a new employee the organization and their work units. Who will do it? CEO ? Supervisor ? HRM ?

14. Organizational culture Personality traits of individual – warm, innovative, conservative, relaxed etc Organizations stable traits make organizational culture – a system of shared meaning. How each member should act toward fellow members, outsiders The shared values determine how they respond to their world

15. Employee training Air line accidents – 75% maintenance and human errors Training involves changing skills, knowledge, attitudes or behavior Changing what employees know, how they work, attitude towards organization, co- workers

16. How do they differ? training development

17. Training Focuses on current jobs Enhancing specific skills and abilities for immediate performance Job specific training to make more effective in current job

18. Employee development Focuses on future jobs New skills with the career progress Management competencies Supervision and development of broad based knowledge Communication skills, greater responsibilities Evaluating employee performance Disciplining problems

19. Managing training Determining training needs and objectives Goals must be established, tangible, verifiable, timely, measurable, state desired result for each employee, Choosing trainers and trainees Determining methods Evaluation of training

20. On the job training method Job rotation Understudy assignments

21. Off the job method Class room lectures Films and videos Simulation exercise Role playing Group interaction Outdoor exercises

22. Employee Development Predominantly an education process rather than a training process Analytical. conceptual, human and special skills They think and understand Understand cause and effect relationship Synthesize from experience Think logically

23. Employee Development Methods Job rotation Assistant to positions Committee assignment Simulations Courses and seminars

24. International training and development Cross cultural training Language training Business practices – international Overseas assignments

25. Evaluation of training Methods and criteria Post training performance

26. Look for new development methods Wherever you are in the organization