EMPLOYEE%20ORIENTATION

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Jayendra Rimal

• EMPLOYEE ORIENTATION

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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

• 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
• Role overload
• Role conflict
• Role ambiguity
• Role orientation The extent to which individuals
  are innovative in interpreting their
  organizational roles.

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Concepts of Socialization

• 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
• 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.
• 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

• Feldmans 3 stage Model
• Anticipatory socialization (Getting in)
• Encounter/Accommodation (Breaking in)
• Change and acquisition/Role management (Settling
  in)
• Buchanans Early Career Model
• Porter, Lawler Hackmans Entry Model
• Schiens Socialization Model
• Wanouss 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
• Reduce stress and anxiety
• Reduce startup costs
• Reduce time taken for newcomer to reach
  proficiency
• Assist the new comer in learning the
  organizations 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

• 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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