Chapter 8

Socializing, Orienting, and

Developing Employees
 Introduction
Socialization, training and development
are all used to help new employees
adapt to their new organizations and
become fully productive.
Ideally, employees will understand and
accept the behaviors desired by the
organization, and will be able to attain
their own goals by exhibiting(showing)
these behaviors.
 The Insider-Outsider
Passage
The assumptions of employee socialization:
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, which
motivates them to learn the values and norms
of the organization.
 The Insider-Outsider
Passage
The assumptions of employee
socialization:
Socialization is influenced by subtle
statements and behaviors exhibited
by colleagues, management,
employees, clients and others.
All new employees go through a
settling-in period.
 Benefits of Socialization

- Willingness to work with commitment

(obligation)
- Feel comfortable at new environment
- To know each other
 The Insider-Outsider
Passage
The Socialization Process
Prearrival stage:
Individuals arrive with a set
of values, attitudes and
expectations which they
have developed from
previous experience and the
selection process.
Learning before joining the organization
 The Insider-Outsider
Passage
The Socialization Process
Encounter stage:
Individuals discover how
well their expectations
match realities within the
organization.
Where differences exist,
socialization occurs to
influence the employee with
Socialization cannot the organizations
solve all issues therefore standards.
RJP is very significant
 The Insider-Outsider
Passage
The Socialization Process
Metamorphosis stage: Individuals have
adapted to the organization, feel accepted
and know what is expected of them.
 The Insider-Outsider
Passage
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 of
the organization.
The Purpose of New-Employee
Orientation

Covers such things as:

The organizations objectives
History
Names and Titles of key executives
Employees titles and departments
Rules & Regulations
HRM policies and benefits
Fellow employees
Layout of Physical Resources
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.
The Purpose of New-Employee Orientation

The CEOs Role in Orientation

Senior management are often visible
during the new employee orientation
process.
CEOs can:
Welcome employees.
Provide a vision for the company.
Introduce company culture -- what matters.
Convey that the company cares about
employees.
Allay some new employee anxieties and help
them to feel good about their job choice.
The Purpose of New-Employee Orientation

HRMs Role in Orientation

Coordinating Role: HRM
instructs new employees
when and where to report;
provides information about
benefits choices.
Participant Role: HRM offers
its assistance for future
employee needs (career
guidance, training, etc.).
 Employee Training
Definitions
Employee training
a learning experience designed to
achieve a relatively permanent
change in an individual that will
improve the ability to perform on the
job.
Employee development
future-oriented training, focusing on
the personal growth of the
employee.
 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
Lower quality
inadequate job performance
rise in the number of accidents
 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.
 Employee Training

Determining Training Needs

 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
 Employee Development
This future-oriented set of
activities is predominantly an
educational process.
All employees, regardless of
level, can benefit from the
methods previously used to
develop managerial
personnel.
 Employee Development
Employee development methods
Job rotation involves moving
employees to various positions in
the organization to expand their
skills, knowledge and abilities.
Assistant-to positions allow
employees with potential to work
under and be coached by
successful managers.
 Employee Development
Employee development methods
Committee assignments provide
opportunities for:
decision-making
learning by watching others
becoming more familiar with organizational
members and problems
Lecture courses and seminars benefit
from todays technology and are often
offered through video conference format.
 Employee Development

Employee development methods

Simulations include case studies, decision
games and role plays and are intended to
improve decision-making.
Outdoor training typically involves
challenges which teach trainees the
importance of working together i.e in a team
 Organization Development

What is change?
OD efforts support changes that are
usually made in four areas:
The organizations systems
Technology
Processes
People
 Organization Development

Two metaphors clarify the change

process.
The calm waters metaphor describes
unfreezing the status quo, change to a new
state, and refreezing to ensure that the
change is permanent.
The white-water rapids metaphor recognizes
todays business environment which is less
stable and not as predictable.
Change takes guts, it takes imagination, it takes
commitment.
 Organization Development

OD Methods
Organizational development facilitates
long-term organization-wide changes.
OD techniques include:
survey feedback
process consultation
team building
intergroup development
Organization Development
Survey feedback assesses
organizational members
perceptions and attitudes.
The summarized data are used
to identify problems and clarify
issues so that commitments to
action can be made.
Organization Development
Process consultation uses
outside consultants to help
organizational members
perceive, understand, and act
upon process events.
Organization Development
Team building may include:
goal setting
development of interpersonal
relationships
clarification of roles
Team building attempts to increase
trust, openness, and team
functioning.
Organization Development
The Learning Organization
Values continued learning and believes
a competitive advantage can be gained
from it.
Characterized by:
capacity to continuously adapt
employees continually acquire and share
new knowledge
Leadership throughout the organization
teams are an important feature
 Evaluating Training and Development
Effectiveness

Evaluating Training Programs:

Typically, employee and manager opinions are
used,
These opinions or reactions are not necessarily valid
measures
Influenced by things like difficulty, entertainment value
or personality of the instructor.
Performance-based measures are better
indicators of trainings cost-effectiveness.
 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.
 Evaluating Training and Development
Effectiveness

Performance-Based Evaluation Measures

Pre-post-training performance with
control group method.
Compares the pre-post-training results of the
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.
International Training and Development
Issues

Cross-Cultural Training
Necessary for expatriate
managers and their families:
before assignments (to learn
language and culture)
during, and after foreign
assignments (to adjust to
changes back home).
 International Training and
Development Issues
Cross-cultural training is more than language
training
Involves learning about the cultures:
History
Politics
Economy
Religion
Climate
Business practices
May involve role playing, simulations and
immersion in the culture.
Thankyou