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EMPLOYEE%20ORIENTATION

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Title: EMPLOYEE%20ORIENTATION


1
Jayendra Rimal
  • EMPLOYEE ORIENTATION

2
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

3
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.

4
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

5
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

6
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

7
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

8
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

9
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

10
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

11
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.

12
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

13
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

14
Thank you !
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