Socialisation MIGP

8/12/2019 Socialisation MIGP

1/27

Socialization

Amal.V.Nair


2/27

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


3/27

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


4/27

Organizational SocializationDefined

The process by which an individualacquires the social knowledge and skills

necessary to assume an organizationalrole.


5/27

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.


6/27

The Socialization Process

Productivity

Commitment

Turnover

Outcomes

MetamorphosisEncounterPrearrival


7/27

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


8/27

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


9/27

Organizational Role

A set of behaviors expected ofindividuals who hold a given position

in a group.


10/27

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)


11/27

Issues Relevant toSocialization

Role communicationhow well the role iscommunicated to the individual and thegroup

Role orientationhow innovative anindividual is in interpreting an organizationalrole


12/27

Socialization Categories

Preliminary learning

Learning about the organization

Learning to function in the work group

Learning to perform the job

Personal learning


13/27

Feldmans Stage Model ofSocialization

Three stages:

Anticipatory socialization

Encounter

Change and Acquisition


14/27

Feldmans Model ofOrganizational Socialization

By Permission: Feldman (1981)


15/27

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


16/27

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


17/27


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?


18/27


Lack realism and congruence

High turnover

Low satisfaction Low organizational commitment

Poor job performance

Clear negative effects for both theindividual and the organization


19/27


Ways people learn about anorganization

Advertising Press accounts

Web pages

Present employees, especially alumni Internet searches

Electronic databases


20/27

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


21/27

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


22/27


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


23/27


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


24/27


25/27

Change: Metamorphosis(Cont.)

Successful resolution of multiplesocialization demands

Comfortable in new roleAcceptance of obvious values

Adjusted to group norms

Self-confidence up; anxiety down


26/27

Summary

New employees face many challenges

Realistic job previews and employee

socialisation programs can: Reduce stress

Reduce turnover

Improve productivity


27/27

Documents

Socialisation MIGP