SOCIALIZING, ORIENTATION AND DEVELOPMENT

SOCIALIZING, ORIENTATION SOCIALIZING, ORIENTATION AND DEVELOPMENTAND DEVELOPMENT

Socializing, orienting and Socializing, orienting and developing process - programsdeveloping process - programs

• Adapt to new organization and work responsibilities

• Designed to assist in understanding what is work about in the organization and accept behavior that organization views as desirable to attain goals of each employee

Process of adaptationProcess of adaptation

• Different work activities• A new boss• Different and diverse group of co-workers• A different set of standards for successful

performance

Assumptions of SocilizationAssumptions of Socilization

• Socialization strongly influences employee performance and organizational stability

• New members suffer from anxiety• Socialization does not occur in a vacuum• Individual adjust to new situations in a

remarkably similar way

Socialization strongly influences Socialization strongly influences employee performance and stabilityemployee performance and stability

• Performance depends on understanding the right way

• Appraisal includes how well one fits in• How well go along with co-workers?• Have acceptable work habits?• Demonstrate right attitude?• Present appropriate behavior?• Jobs are filled vacated with minimum disruption.

New members suffer from anxietyNew members suffer from anxiety

• Feels a lack of identification• New work location, new co-workers, new

superior, new rules and regulations• New employees need special attention to

put them at ease – adequate information to reduce uncertainty and ambiguity

• Tension can positively contribute to learn the values and norms as quickly as possible

Socialization does not occur in a Socialization does not occur in a vacuumvacuum

• Learning from socialization goes beyond job description

• Influenced by behaviors and statements made by colleagues, management, employees, clients and other people.

Individual adjust to new situations Individual adjust to new situations in a remarkably similar wayin a remarkably similar way

• Every new member goes through a settling-in period that tends to follow a relatively standard pattern

Socialization ProcessSocialization Process

• Pre arrival• Encounter• metamorphosis

Pre arrival stagePre arrival stage

• Recognizes that individual arrive in an organization with a set of organizational values, attitudes and expectations

• Selection interview – right type of employee

Encounter stageEncounter stage

• Where individuals confront the possible dichotomy between their organizational expectations about the organization, co-workers, supervisors, organization in general and reality.

• Socialization however can not solve all expectation differences

MetamorphosisMetamorphosis

• Going through changes• Desirable metamorphosis• When becomes comfortable with the

organization and the work teams.

OrientationOrientation

• Activities that introduce a new employee the organization and their work units.

• Who will do it?• CEO ?• Supervisor ?• HRM ?

Organizational cultureOrganizational culture

• Personality traits of individual – warm, innovative, conservative, relaxed etc

• Organizations stable traits make organizational culture – a system of shared meaning.

• How each member should act toward fellow members, outsiders

• The shared values determine how they respond to their world

Employee trainingEmployee training

• Air line accidents – 75% maintenance and human errors

• Training involves changing skills, knowledge, attitudes or behavior

• Changing what employees know, how they work, attitude towards organization, co-workers

How do they differ?How do they differ?

• training • development

TrainingTraining

• Focuses on current jobs• Enhancing specific skills and abilities for

immediate performance• Job specific training to make more

effective in current job

Employee developmentEmployee development

• Focuses on future jobs• New skills with the career progress• Management competencies• Supervision and development of broad based

knowledge• Communication skills, greater responsibilities• Evaluating employee performance• Disciplining problems

Managing trainingManaging training

• Determining training needs and objectives• Goals must be established, tangible,

verifiable, timely, measurable,• state desired result for each employee,• Choosing trainers and trainees• Determining methods• Evaluation of training

On the job training methodOn the job training method

• Job rotation• Understudy assignments

Off the job methodOff the job method

• Class room lectures• Films and videos• Simulation exercise• Role playing• Group interaction• Outdoor exercises

Employee DevelopmentEmployee Development

• Predominantly an education process rather than a training process

• Analytical. conceptual, human and special skills

• They think and understand• Understand cause and effect relationship• Synthesize from experience• Think logically

Employee Development MethodsEmployee Development Methods

• Job rotation• Assistant to positions• Committee assignment• Simulations• Courses and seminars

International training and International training and developmentdevelopment

• Cross cultural training• Language training• Business practices – international• Overseas assignments

Evaluation of trainingEvaluation of training

• Methods and criteria• Post training performance

Look for new development Look for new development methodsmethods

Wherever you are in the Wherever you are in the organizationorganization