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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 Insider-Outsider Passage
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 Insider-Outsider Passage
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 Insider-Outsider Passage
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 Insider-Outsider Passage
The Socialization Process Encounter stage:
Individuals discover howwell their expectationsmatch realities within theorganization.
Where differences exist,socialization occurs toimbue the employee withthe organizationsstandards.
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The Insider-Outsider Passage
The Socialization Process
Metamorphosis stage: Individuals have
adapted to the organization, feel accepted
and know what is expected of them.
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The Insider-Outsider Passage
A Socialization Process
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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
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The Purpose of New-Employee
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.
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The Purpose of New-Employee
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.
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The Purpose of New-Employee
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
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
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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Organization Development
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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Organization Development
Process consultationusesoutside consultants to help
organizational members
perceive, understand, and actupon process events.
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Organization Development
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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Organization Development
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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Evaluating Training and
Development Effectiveness
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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Evaluating Training and
Development Effectiveness
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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International Training and
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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International Training and
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