Socializing, Orienting, and Developing Employees

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Fundamentals of Human Resource Management Eighth
Edition DeCenzo and Robbins
Chapter 8 Socializing, Orienting, and Developing
Employees
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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.

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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.

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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.

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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.

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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.

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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 organizations
  standards.

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The Insider-Outsider Passage

• The Socialization Process
• Metamorphosis stage Individuals have adapted to
  the organization, feel accepted and know what is
  expected of them.

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The Insider-Outsider Passage
A Socialization Process
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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 organizations objectives
• History
• Philosophy
• Procedures
• Rules
• HRM policies and benefits
• Fellow employees

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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.

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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.

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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.).

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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.

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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
• increased rejects
• inadequate job performance
• rise in the number of accidents

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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.

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Employee Training
Determining Training Needs
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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

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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.

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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.

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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 in a distance
  learning format.

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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.

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Organization Development

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

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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.

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Organization Development

• OD Methods
• Organizational development facilitates long-term
  organization-wide changes.
• OD techniques include
• survey feedback
• process consultation
• team building
• intergroup development

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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.

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Organization Development

• Process consultation uses outside consultants to
  help organizational members perceive, understand,
  and act upon process events.

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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.

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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

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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 trainings
  cost-effectiveness.

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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.

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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.

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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).

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International Training and Development Issues

• Cross-cultural training is more than language
  training
• Involves learning about the cultures
• History
• Politics
• Economy
• Religion
• Social climate
• Business practices
• May involve role playing, simulations and
  immersion in the culture.

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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