socialisation migp
TRANSCRIPT
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Socialization
Amal.V.Nair
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Socialization, or onboarding is a process ofadaptation to a new work role
adjustments must be made whenever individualschange jobs
the most profound adjustment occurs when anindividual first enters an organization, i.e., outside toinside
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Organizational Socialization
How employees adjust to a new organization
What is at stake:
Employee satisfaction, commitment, andperformance
Work group satisfaction and performance
Start-up costs for new employee Likelihood of retention
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Organizational SocializationDefined
The process by which an individualacquires the social knowledge and skills
necessary to assume an organizationalrole.
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The Socialization Process
Prearrival Individuals arrive with a set of values, attitudes,
and expectations developed from previous experience and the
selection process.
Encounter Individuals discover how well their expectations
match realities within the organization. Where differences exist,
socialization occurs to imbue the employee with the
organizations standards.
Metamorphosis Individuals have adapted to the
organization, feel accepted, and know what is expected of them.
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The Socialization Process
Productivity
Commitment
Turnover
Outcomes
MetamorphosisEncounterPrearrival
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SHRM 2007 7
Benefits and Barriers
Benefits of effective Socialisation:
Reduced time to contribution/competence.
Improved employee productivity and performance.
Stronger bonds among colleagues. Enhanced job satisfaction and loyalty.
Improved employee engagement and retention.
Enhanced employer brand.
Barriers to socialisation:
Cost.
Time.
Resources.
Organizational Entry and Socialization
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SHRM 2007 8
Role of the HR Professional in OES
Take Develop new employees to become productivemembers of the organization.
Provide a roadmap for new employees.
Set up networks for new employees.
Serve as an internal coach/facilitator.
Provide tools, training and feedback from selectionthrough transition.
Organizational Entry and Socialization
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Organizational Role
A set of behaviors expected ofindividuals who hold a given position
in a group.
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Dimensions of OrganizationalRoles
Inclusionarysocial dimension (e.g.,outsider, probationary, permanent
status)Functionaltask dimension (e.g., sales,engineering, administrative)
Hierarchicalrank dimension (e.g., lineemployee, supervisor, management,officer)
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Issues Relevant toSocialization
Role communicationhow well the role iscommunicated to the individual and thegroup
Role orientationhow innovative anindividual is in interpreting an organizationalrole
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Socialization Categories
Preliminary learning
Learning about the organization
Learning to function in the work group
Learning to perform the job
Personal learning
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Feldmans Stage Model ofSocialization
Three stages:
Anticipatory socialization
Encounter
Change and Acquisition
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Feldmans Model ofOrganizational Socialization
By Permission: Feldman (1981)
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Anticipatory Socialization(Getting In)
Happens before joining an organizationor taking a new job
Prepares the person for organizationalentry
First glimpse of the organizations
cultureDevelops a personsexpectationsorbeliefs about the organization
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Anticipatory Socialization(Cont.)
Two issues
Realism of self and organization
Congruence of self and organization
Realism: responsibility of both theorganization and the individual
Organization: present the positive andnegative sides of working for the company
Potential employee: present an accuratepicture of self
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Anticipatory Socialization(Cont.)
Congruence of self and organization
Are your skills and abilities congruent with
the needs of the organization? Can the organization satisfy your needs
and offer you a congruent set of values?
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Anticipatory Socialization(Cont.)
Lack realism and congruence
High turnover
Low satisfaction Low organizational commitment
Poor job performance
Clear negative effects for both theindividual and the organization
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Anticipatory Socialization(Cont.)
Ways people learn about anorganization
Advertising Press accounts
Web pages
Present employees, especially alumni Internet searches
Electronic databases
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Entry/Encounter Stage(Breaking In)
Crosses the boundary of theorganization and enters this second
stage of socializationBrings expectations from theanticipatory stage
Compares expectations to the reality ofthe organization
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Entry/Encounter Stage (Cont.)
Socialization processes
Purpose: give employee a new self-
image Process has three steps
Unfreezing: discard old self-image
Changing: move to new self-image
Refreezing: puts the new self-image solidlyin place
Metaphor: melting ice cubes in a heart shapedmold and refreezing the mold
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Entry/Encounter Stage (Cont.)
Socialization processes (cont.) Indoctrination programs
Teach formal rules and procedures (pivotal rolebehavior)
Uniform presentation to many new employees
Apprenticeship or mentoring
Assign to a veteran employee Teaches technical and social parts of job
Varied results because organization has lesscontrol than in indoctrination programs
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Entry/Encounter Stage (Cont.)
Socialization processes (cont.)
Training programs
Develop skills important to the jobGoes beyond what employee learned in an
academic setting
Also conveys values and norms of the
organizations culture
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Change: Metamorphosis(Cont.)
Successful resolution of multiplesocialization demands
Comfortable in new roleAcceptance of obvious values
Adjusted to group norms
Self-confidence up; anxiety down
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Summary
New employees face many challenges
Realistic job previews and employee
socialisation programs can: Reduce stress
Reduce turnover
Improve productivity
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