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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 these behaviors.
The Insider-Outsider Passage
• Socialization – A process of adaptation to a new
work role. – Adjustments must be made
whenever individuals change jobs– The most profound adjustment
occurs when an individual first enters an organization.
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
and less subtle statements and behaviors exhibited by colleagues, management, employees, clients and others.
– Individuals adjust to new situations in remarkably similar ways.
– All new employees go through a settling-in period.
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.
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 imbue the employee with the organization’s standards.
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.
• Covers such things as:– The organization’s objectives– History– Philosophy– Procedures– Rules– HRM policies and benefits– Fellow employees
The Purpose of New-Employee Orientation
• Learning the Organization’s 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 CEO’s 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
HRM’s 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:
– organization’s needs– type of work to be done– skills necessary to complete the work
• Indicators of need for more training:– drops in productivity– increased rejects– 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 today’s technology and are often offered in a distance learning 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 teamwork.
Organization Development
• What is change?
• OD efforts support changes that are usually made in four areas: – The organization’s 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 today’s business environment which is less stable and not as predictable.
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 process analysis
• 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 – collaboration across functional
specialties – 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 (benefits gained) are better indicators of training’s 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 . Employee’s 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 culture’s:– History– Politics– Economy– Religion– Social climate– Business practices
• May involve role playing, simulations and immersion in the culture.
International Training and Development Issues
Development
• Often, organizations do not do a good job of planning for the return of overseas managers.
• Leads to the managers’ being frustrated
• Returning expatriates can:– be assigned a domestic position– prepare for a new overseas assignment– retire or be terminated