Ayla TugadeMPA 212 Human Resources Development and

Management

Employees on a new job are usually anxious and feel insecure. The first problem is how to adjust to an unfamiliar environment. To address this situation, many organizations offer an orientation to the newly-hired employees.

As defined by Martires, ORIENTATION refers to “the assistance given to the newly hired employee in adjusting to the new work environment which encompasses the people around him, the facilities of the organization, the programs, and services, and technology used in the production of goods and delivery of service”.

Orientation usually comes in two forms. These are

Informal Orientation and Formal Orientation.

In small organizations or agencies, the informal type of orientation is usually conducted. The new employee goes directly to the supervisor and in turn, the supervisor does the introduction and explains the new assignment.

Bigger organizations, however, conduct a more formal kind of orientation. A program is designed to assist them to get acquainted with the whole organization and to make a productive beginning on the job.

OBJECTIVES OF ORIENTATION: Gain employee commitment Reduce his or her anxiety Help him or her understand

organization’s expectations Convey what he or she can expect

from the job and the organization

BENEFITS OF ORIENTATION: Welcome new employees Provides essential information Helps you get to know the employee

and assess training needs Create a positive first impression Reduce turnover

The orientation procedures contained in the program vary in terms of their usefulness to the employee. Such usefulness depends on whether the program is systematically designed. A poorly planned program may have a negative impact on the expected adjustment of the new employee to the work environment. Dysfunctional behaviours may occur from a poorly planned or non-existent orientation program.

POTENTIAL ISSUES OR PROBLEMS An orientation program

usually includes introduction to co-employees and a tour of the building and facilities. It also includes information about employee benefits and privileges, services provided, work rules, training and promotion, activities, the organizational structure, functions, objectives, operations and services.

According to Mondy and Noe, orientation program for new employees is important because new employees characteristically have enthusiasm, creativity and commitment. Much of this can be lost through an inept orientation program that fails to integrate new hires into the work group. On the other hand, an effective program enhances the employment relationship and provides the foundation for employee motivation, commitment and productivity.

Essentially, there are 3 levels/stages in an effective orientation program. The first stage/level usually involves the members of the Human Resources Department in giving out general information about the organization or agency. The given information includes an overview of the whole organization, review of existing policies, practices and procedures, and salary structure/scale.

It is important at this stage that the new employee gets to know the location of the department or unit to which he/she is assigned in the overall scheme of operations of the agency/organization. Information may be given through brochures, manuals, handbooks, interviews, group meetings and discussions or through a combination of these and other approaches.

The second level usually involves the immediate supervisor in orienting the new employee to his/her department/section, job requirements, performance expectations and specific work rules. It is emphasized at this stage that the supervisor should see to it that the new hire should be socially accepted by the work group.

The third level includes evaluation and follow-up which are usually conducted by the HR department in conjunction with the immediate supervisor. It is expected that the immediate supervisor works closely with the new hire in order to clarify information and to see to it that the new employee is integrated into the work group. Some orientation programs include the conduct of follow-up interviews at the end of three to six weeks to see how well the employee is adjusting to the work environment.

A number of problems or issues might result from the kind of procedures used in conducting the orientation of new employees. For example, giving out too much information in an orientation session can become a problem in the sense that the employee may not be able to absorb everything. Giving out too little information may also become dysfunctional in the sense that the new employee may not get the information which is vital to completely understanding the new job.

The role of the immediate supervisor of the new employee is critical in the orientation process. Being the immediate supervisor, this person is responsible for orienting the new employee. If the immediate supervisor does not perform this task well, the adjustment of the new employee to the work environment may take longer than expected. This may prove costly to both the agency and the employee.

PROVISION OF GOOD WORKING CONDITIONS

Another way to reduce anxiety of a new employee is the provision of good working conditions. Working conditions refer to the space allocation in the office, physical layout, temperature of the work place, and safety of the surroundings.

Space allocation and physical layout will help in the adjustment period of the new employee. Enough space to work in can make the employee comfortable. An office lay-out which isolates the person from many of the employees will not be helpful.

A cool temperature on a work place may also be a good beginning for the employee to be productive on the job. A hot and stuffy place could reduce worker efficiency.

Safe surroundings will be reassuring to a new employee. Anxiety and feelings of insecurity will be reduced if the new employee feels safe in the work environment.

REFERENCES:Concepcion Martires (1988), Human Resources

Management Principles and Practices, Chapter 8, pp. 147-152

Wendell French (1990), Human Resources Management, Chapter 10, pp. 286-293

Richard Peterson and Lane Tracy, Systematic Management of Human Resources, pp. 114-127

R. Wayne Mondy and Robert Noe, Human Resource Management, Chapter 8, pp. 238-242