Definition of Organizational Socialization
Organizational socialization is often called employee onboarding. Onboarding is the process by which new employees get adjusted to the social and performance characteristics of their jobs quickly and smoothly, and learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization.
Another definition is determine by management and organizational expertise, Bauer T. and Erdrogan B. as it a process where new employees move from being organizational outsiders to becoming organizational insiders. Basically, it is a process of adaptation, by which new employees attempting to learn the norms and values of work roles in an organization for proper adjustment and job…show more content…
Lastly, it is important to remember that socialization continues long after onboarding is over, so providing additional socialization opportunities can help improve the culture of one company 's workforce and lead to happier, more enthusiastic employees. Three stages of Organizational Socialization Once the selected employees are appointed/received a job offer, they are schedule to go through Orientation/On-boarding programme for several days.
Anticipatory Socialization / Pre-Employment Stage – Before Joining
In the pre-employment stage is the time between wanting to acceptance of the organization 's job offer and the first day of work. During this stage, an organization that provides enough information about the organization 's workplace culture could help the new employee to prepare…show more content…
Differences Organizational Socialization and Onboarding Socialization Socialization and onboarding are distinguished as two specific definitions. Socialization is defined as “something that occurs within the individual,” and onboarding is defined as “efforts by the organization to facilitate socialization.” Both actually play important roles to make sure both parties, from new employees and employers, having the same efforts in take and give in making the place of work homey and welcoming so that they could reach the same mission and visions of the company. Conclusion
In conclusion, it is important to make sure the relationship starts off on the right foot, since the first experiences of a new employee in an organization are critical. If performed correctly, a successful organization socialization or onboarding program will help a newbies exploit and more understanding of their specific roles and responsibilities, boost their confidence, and help them to become active and welcome participants in an organization and adapt its unique
Having devoted the time and resources competing for talent, organizations next priority is to get the new hires quickly up to speed. Retaining those newcomers, however, is the most challenging part, as most turnover occurs during the first few months on the job. For this reason newcomer turnover can be problematic because organizations have little opportunity to recoup the return on investment in new employees who quit.
That is why it is crucial for organizations to make the transition from outsider to insider as smoothly as possible. To do so organizations must socialize newcomers in order for them to acquire the proper attitudes, behaviors and knowledge needed to successfully participate as an organizational member. It represents a sense-making process that helps new hires adapt, form work relationships and find their place in the organization. A typical socialization process is made of three stages; anticipatory, encounter, and metamorphosis.
This stage occurs before new hires join the organization. Through interacting with representatives of the company as well as independent research. By doing so they develop expectations about the company and the job prior to entering the organization. It is imperative for organizations to be open and transparent to newcomers in order to avoid misplaced expectations.
This is when new empl
fashions-cloud.com (Anticipation pic)
www.continental-quality.com (Job training pic)
volunteermaryland.wordpress.com (Butterfly pic)
Stages in socialization Process
Socialization can be conceptualized as a process made up of three stages.
a. Pre-arrival Stage:
This stage explicitly recognizes that each individual arrives with a set of organizational values, attitudes, and expectations. For instance, in many jobs, particularly high skilled and managerial jobs, new members will have undergone a considerable degree of prior socialization in training and in school. Pre-arrival socialization, however, goes beyond the specific job. The selection process is used in most organizations to inform perspective employees about the organization as whole. In
addition, of course, interviews in the select type‖ determining those who will fit in. In appropriate face during the selection process determines their ability to move into the organization
in the first place. Thus success depends upon the degree to which aspiring members have correctly anticipated the expectations and desires of those in the organization in charge of selection.
b. Encounter Stage:
Upon entry into the organization, new members enter the encounter stage. Here the individuals confront the possible dichotomy between their expectations about their jobs, their coworkers, their supervisors, and the organization in general and reality. If expectations prove to have been more or less accurate, the encounter state merely provides a reaffirmation of the perceptions generated earlier. However, this is often not the case. Where expectation and reality differ; new employees must undergo socialization that will detach them from their previous assumption and replace these
with the organization‘s pivotal standards. S differences. At the extreme, some new members may become totally disillusioned with the
actualities of their jobs and resign. It is hoped that proper selection would significantly reduce this latter occurrence.
c. Metamorphosis Stage:
Finally the new member must workout any problems discovered during the encounter stage. This may mean going through changes. Hence the last stage is termed as metamorphosis stage. Metamorphosis is complete as is the socialization process –when new members have become comfortable with the organization and their work teams. In this situation they will have internalized the norms of the organization and their coworkers; and they understand and accept these norms. New members will feel accepted by their peers as trusted and valued individuals. They will have gained an understanding of the organizational system- not only their own tasks but the rules, procedures and informally accepted practices as well. Finally they will know how they are going to be evaluated. They will know what is expected of them and what constitutes a good job. Consequently, successful metamorphosis should have positive effect on a new employees
productivity and the employee‘s commitment to that the employee will leave the organization any time soon.
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Many People Socialize new Hires
New employee socialization or orientation covers the activities involved in introducing a new employee to the organization and to his or her work unit. How is responsible for the orientation of new employee? This can be done by the supervisor, the people in HRM, Peers, CEO, or combination of any of these.
a. HRM Department: HRM department can conduct the orientation in order to socialize the newly hired employees with the working environment of the organization. HRM plays a major role in new employee orientation-the role of coordination, which ensures that the appropriate components are in place. In addition HRM also serves as a participant in program. As job offers are made and accepted, HRM should instruct the new employee when to report to work. However, before the employee formally arrives, HRM must be prepared to handle some of the more routine needs of these individuals.
b. Supervisor: Immediate supervisor of particular department can also be the source of informing the employees about the culture, rules, procedures and policies of the organization. Mostly in smaller organizations, orientation may mean the new member reports to supervisor, who then assigns the new member to other employee who will introduce the new member to other coworkers. This may be followed by a quick tour to show the different parts and departments of the organization.
c. Peers: Peers and coworkers of the new hires can perform the orientation function in order to tell the expectation of employers and requirements of the organization as can also answer the queries raised from the employee side.
d. Organizational culture: Organizational culture itself can organization. Every organization has its own unique culture. This culture includes longstanding,
and often unwritten, rules and regulation; a special language that facilitates communication among members; shared standards of relevance as to the critical aspects of the work that is to be done;
standards for social etiquette, customs for how members should relate to peers, employees, bosses and outsiders; what is appropriate and smart behavior with in organization and what is not.
e. CEO: Prior to mid 1980s, new employee orientation operated, if at all, with out any output from
the company‘s executive management. But that consultants advocating that senior management first responsibility is to welcome new employees aboard and talk to them about what a good job
choice they made. The CEO is in position to inspire these new employees by talking about what it is like to work for the organization. When CEO is present in the socialization process, the company is sending a message that it truly cares for its employees.
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Training is a process of learning a sequence of programmed behavior. It is the application of knowledge & gives people an awareness of rules & procedures to guide their behavior. It helps in bringing about positive change in the knowledge, skills & attitudes of employees.
Thus, training is a process that tries to improve skills or add to the existing level of knowledge so that the employee is better equipped to do his present job or to mould him to be fit for a higher job involving higher responsibilities. It bridges the gap between what the employee has & what the job demands.
Training refers to a planned effort by a company to facilitate employees‘learning of job related competencies. These competencies include knowledge, skills, or behaviors that are critical for successful job performance. The goal of training is for employees to master the knowledge, skill, and behaviors emphasized in training programs and to apply them to their day to day activities. Training is seen as one of several possible solutions to improve performance. Other solutions can include such actions as changing the job or increasing employee motivation through pay and incentives. Today there is a greater emphasis on-
Providing educational opportunities for all employees. These educational opportunities may include training programs, but they also include support for taking courses offered outside the company, self-study, and learning through job rotation.
An ongoing process of performance improvement that is directly measurable rather than organizing one time training events.
The need to demonstrate to executives, managers, and trainees the benefits of training.
Learning as a lifelong event in which senior management, trainer manager, and employees have ownership.
Training being used to help attain strategic business objectives, which help companies, gains a competitive advantage.
The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies. It forms the core of apprenticeships and provides the backbone of content at institutes of technology (also known as technical colleges or polytechnics). In addition to the basic training required for a trade, occupation or profession, observers of the labor-market recognize as of 2008[update] the need to continue training beyond initial qualifications: to maintain, upgrade and update skills throughout working life. People within many professions and occupations may refer to this sort of training as professional development.
Training usually refers to some kind of organized (and finite it time) event — a seminar, workshop that has a specific beginning data and end date. It‘soften a group activity, but the word training is also used to refer to specific instruction done one on one.
Employee development, however, is a much bigger, inclusive ―thing‖.For example, if a manager pairs up a relatively new employee with a more experienced employee to help the new employee learns about the job, that‘sreally employee development. If a manager coaches and employee in an ongoing way, that‘s employee development. Or, employees may rotate job responsibilities to learn about the jobs of their colleagues and gain experience so they might eventually have more promotion opportunities. That‘semployee development.
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TRAINING AND DEVELOPMENT OBJECTIVES
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to an organization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal. Training and development is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioural change takes place in structured format.
Individual Objectives –help employees in achieving their personal goals, which in turn, enhances the individual contribution to an organization.
Organizational Objectives –assist the organization with its primary objective by bringing individual effectiveness.
Functional Objectives –maintain the department‘scontribution at a level suitable to the organization‘s needs.
Societal Objectives –ensure that an organization is ethically and socially responsible to the needs and challenges of the society.
The quality of employees and their development through training and education are major factors in determining long-term profitability of a small business. If you hire and keep good employees, it is good policy to invest in the development of their skills, so they can increase their productivity.
Training often is considered for new employees only. This is a mistake because ongoing training for current employees helps them adjust to rapidly changing job requirements. Reasons for emphasizing the growth and development of personnel include
Creating a pool of readily available and adequate replacements for personnel who may leave or move up in the organization.
Enhancing the company‘sability to adopt and use advances in technology because of a sufficiently knowledgeable staff.
Building a more efficient, effective and highly motivated team, which enhances the
company‘scompetitive position and improves employee morale.
Ensuring adequate human resources for expansion into new programs.
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Need for Employee Training
Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature.
Training is given on four basic grounds:
1. New candidates who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations and the working conditions.
2. The existing employees are trained to refresh and enhance their knowledge.
3. If any updations and amendments take place in technology, training is given to cope up with those changes. For instance, purchasing new equipment, changes in technique of production, computer impartment. The employees are trained about use of new equipments and work methods.
4. When promotion and career growth becomes important. Training is given so that employees are prepared to share the responsibilities of the higher level job.
Training needs can be assessed by analyzing three major human resource areas: the organization as a whole, the job characteristics and the needs of the individuals. This analysis will provide answers to the following questions:
Where is training needed?
What specifically must an employee learn in order to be more productive? Who needs to be trained?
Begin by assessing the current status of the company how it does what it does best and the abilities of your employees to do these tasks. This analysis will provide some benchmarks against which the effectiveness of a training program can be evaluated. Your firm should know where it wants to be in five years from its long-range strategic plan. What you need is a training program to take your firm from here to there.
Second, consider whether the organization is financially committed to supporting the training efforts. If not, any attempt to develop a solid training program will fail.
Next, determine exactly where training is needed. It is foolish to implement a companywide training effort without concentrating resources where they are needed most. An internal audit will help point out areas that may benefit from training. Also, a skills inventory can help determine the skills possessed by the employees in general. This inventory will help the organization determine what skills are available now and what skills are needed for future development.
Also, in today‘smarket-driven economy, you would be remiss not to ask your customers what they like about your business and what areas they think should be improved. In summary, the analysis should focus on the total organization and should tell you (1) where training is needed and (2) where it will work within the organization. Once you have determined where training is needed, concentrate on the content of the program. Analyze the characteristics of the job based on its description, the written narrative of what the employee actually does. Training based on job descriptions should go into detail about how the job is performed on a task-by-task basis. Actually doing the job will enable you to get a better feel for what is done. Individual employees can be evaluated by comparing their current skill levels or performance to the organization‘sperformance standards or anticipated needs.