CH08 Robbins 8e Socialization Orientaion

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Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Chapter 8Socializing, Orienting, and Developing Employees

By Javed Farooq

Fundamentals of Human

Resource ManagementEighth Edition

DeCenzo and Robbins


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Introduction

Socialization, traininganddevelopmentare all used to help newemployees adapt to their new

organizations and become fullyproductive.

Ideally, employees will understand andaccept the behaviors desired by the

organization, and will be able to attaintheir own goals by exhibiting thesebehaviors.


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The Insider-Outsider Passage

Socialization

A process of adaptation to a new

work role.

Adjustments must be madewhenever individuals change jobs

The most profound adjustment

occurs when an individual first

enters an organization.


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The assumptions of employeesocialization:

Socialization strongly influences employee

performance and organizational stability Provides information on how to do the job

and ensuring organizational fit.

New members suffer from anxiety, whichmotivates them to learn the values and

norms of the organization.


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The assumptions of employeesocialization:

Socialization is influenced by subtle

and less subtle statements andbehaviors exhibited by colleagues,management, employees, clientsand others.

Individuals adjust to new situationsin remarkably similar ways.

All new employees go through asettling-in period.


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The Socialization Process

Prearrival stage:

Individuals arrive with a set

of values, attitudes andexpectations which they

have developed from

previous experience and the

selection process.


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The Socialization Process Encounter stage:

Individuals discover howwell their expectationsmatch realities within theorganization.

Where differences exist,socialization occurs toimbue the employee withthe organizationsstandards.




The Socialization Process

Metamorphosis stage: Individuals have

adapted to the organization, feel accepted

and know what is expected of them.




A Socialization Process



The Purpose of New-Employee

Orientation

Orientation may be done by the supervisor,the HRM staff or some combination.

Formal or informal, depending on the size ofthe organization.

Covers such things as: The organizations objectives

History

Philosophy

Procedures

Rules

HRM policies and benefits

Fellow employees




Orientation

Learning the Organizations Culture

Culture includes long-standing, often

unwritten rules about what is appropriate

behavior. Socialized employees know how things are

done, what matters, and which behaviors

and perspectives are acceptable.




Orientation

The CEOs Role in Orientation

Senior management are often visibleduring the new employee orientationprocess.

CEOs can: Welcome employees.

Provide a vision for the company.

Introduce company culture -- what matters.

Convey that the company cares aboutemployees.

Allay some new employee anxieties andhelp them to feel good about their job

choice.




Orientation

HRMs Role in Orientation Coordinating Role: HRM

instructs new employees

when and where to report;provides information aboutbenefits choices.

Participant Role: HRM offersits assistance for futureemployee needs (careerguidance, training, etc.).


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Employee Training

Determining training needs

Specific training goals should be based on:

organizations needs

type of work to be done skills necessary to complete the work

Indicators of need for more training:

drops in productivity

increased rejects

inadequate job performance

rise in the number of accidents


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Employee Training

Determining training needs

The value added by training

must be considered versus the

cost. Training goals should be

established that are tangible,

verifiable, timely, and

measurable.


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Employee Training

Determining Training Needs


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Employee Training

On-the-job training methods Job Rotation

Understudy Assignments

Off-the-job training methods

Classroom lectures

Films and videos

Simulation exercises

Vestibule training


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Employee Development

Employee development methods

Job rotationinvolves moving

employees to various positions in

the organization to expand theirskills, knowledge and abilities.

Assistant-to positionsallow

employees with potential to work

under and be coached bysuccessful managers.


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Employee development methods

Committee assignmentsprovide

opportunities for:

decision-making learning by watching others

becoming more familiar with organizational

members and problems

Lecture courses and seminarsbenefit fromtodays technology and are often offered in

a distance learning format.


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Employee development methods Simulationsinclude case studies, decision

games and role plays and are intended to

improve decision-making. Outdoor trainingtypically involves

challenges which teach trainees the

importance of teamwork.


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Organization Development

What is change?

OD efforts support changes that are

usually made in four areas:

The organizations systems

Technology

Processes

People


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OD Methods

Organizational development facilitates

long-term organization-wide changes.

OD techniques include:

survey feedback

process consultation

team building

intergroup development


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Process consultationusesoutside consultants to help

organizational members

perceive, understand, and actupon process events.


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Team buildingmay include: goal setting

development of interpersonal

relationships clarification of roles

team process analysis

Team building attempts to increasetrust, openness, and team

functioning.


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The Learning Organization

Values continued learning andbelieves a competitive advantage canbe gained from it.

Characterized by: capacity to continuously adapt

employees continually acquire and sharenew knowledge

collaboration across functionalspecialties

teams are an important feature


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Evaluating Training and

Development Effectiveness

Evaluating Training Programs:

Typically, employee and manager opinions

are used,

These opinions or reactions are not necessarilyvalid measures

Influenced by things like difficulty, entertainment

value or personality of the instructor.

Performance-based measures (benefitsgained) are better indicators of trainings cost-

effectiveness.


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Performance-Based Evaluation Measures

Post-training performance method.

Employees on-the-job performance is

assessed after training. Pre-post-training performance method.

Employees job performance is assessed

both before and after training, to determine

whether a change has taken place.


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Performance-Based Evaluation Measures

Pre-post-training performance with

control group method.

Compares the pre-post-training results ofthe trained group with the concurrent job

performance of a control group, which

does not undergo instruction.

Used to control for factors other than

training which may affect job performance.

I i l T i i d


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International Training and

Development Issues

Cross-Cultural Training

Necessary for expatriate

managers and their families:

before assignments (to learnlanguage and culture)

during, and after foreign

assignments (to adjust tochanges back home).

I t ti l T i i d


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Development Issues

Cross-cultural training is more than languagetraining

Involves learning about the cultures: History

Politics

Economy

Religion

Social climate

Business practices

May involve role playing, simulations andimmersion in the culture.

I t ti l T i i d


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Development Issues

Development

Often, organizations do not do a good

job of planning for the return of

overseas managers. Leads to the managers being frustrated

Returning expatriates can:

be assigned a domestic position

prepare for a new overseas assignment

retire or be terminated

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CH08 Robbins 8e Socialization Orientaion