Advances in Human Resource Development and Management

1. Advances in Human Resource Development and Management Course Code: MGT 712 Lecture 32

2. Recap of Lecture 31 • Why Management Development? • Management Development • Making Management Development Strategic • Management Education • Management Training • On-the-job Experiences • HRD and Organization Development • Organization Development • Organization Development Theories Lecture 32

3. Learning Objectives: Lecture 32 • HRD and Employee Socialization/ Orientation • Why Employee Socialization and Orientation? • Organizational Socialization • Some Fundamental Concepts of Socialization • Content of Socialization • The Realistic Job Preview • Employee Orientation Programs • Common Problems in Employee Orientation • Summary of the Course: Advances in Human Resource Development and Management Lecture 32

4. HRD and Employee Socialization/ Orientation • HRD staff designs and implements new employee orientation program • HRD schedules participation by various level of management • HRD staff evaluates orientation program and implements needed changes Lecture 32

5. Why Employee Socialization and Orientation? • Starting a new job may be stressful • Work may be unfamiliar • People around the work may be unknown • Organizational value, norms and culture is new • Employee are to unlearn the things that help them succeed in previous jobs Lecture 32

6. Organizational Socialization The process of adjusting to a new organization is called organizational socialization. • It is critical to both employees and organization: • Employee satisfaction, commitment, and performance • Work group satisfaction and performance • Start-up costs for new employee • Likelihood of retention • Replacement costs • Two Approaches to Socialization • Realistic Job Preview (RJP) • Employee Orientation Lecture 32

7. Organizational Socialization The process by which an individual acquires the social knowledge and skills necessary to assume an organizational role. Consequently, the new employee ‘outsider’ has been transformed into a productive and accepted ‘insider’. This process can be applied to transferred and promoted employees. They are: • Insiders in terms of understanding organizational goals and values • But outsiders to the group they will join and face the challenge of gaining their new colleagues’ acceptance and establishing themselves in a new role. Lecture 32

8. Some Fundamental Concepts of Socialization 1. Organizational Roles A set of behaviors expected of individuals who hold a given position in a group. • How a person fit into the organization • What he or she must do to perform effectively Dimensions of Organizational Roles • Inclusionary – social dimension (outsider, probationary, permanent status) • Functional – task dimension (sales, engineering, administrative) • Hierarchical – rank dimension (line employee, supervisor, management, officer) Lecture 32

9. Some Fundamental Concepts of Socialization Role Communication • Unfortunately, roles are not communicated clearly. • Perception plays an important part on how roles are defined and communicated • Different parties in an organization perceive a given role differently. • Job description is considered as an official statement of an employee’s role – but JDs are often vague and open to interpretation. • Role overload – more than can be reasonably expected from an individual • Role conflict – unclear expectations from others – mix massages • Role ambiguity – role itself is unclear, this often the result of assuming a newly created position It relates to stress – relate to job satisfaction, job performance, turnover, absenteeism Role Orientation The extent to which individuals are innovative in interpreting their organizational roles. Lecture 32

10. Some Fundamental Concepts of Socialization • Group Norms Are the rules of conduct (typically unwritten) that are established by group members to influence or control behavior within the group. Groups do not develop norms for all behaviors but only for significant: • Pivotal behaviors • Relevant behaviors • Peripheral behaviors Lecture 32

11. Some Fundamental Concepts of Socialization • Expectations Expectation is a belief about the likelihood that something will occur. • Newcomers’ expectations can affect their satisfaction, performance, commitment, and tendency to remain with the organization. • Recruiting practices have resulted in inflated expectations • Newcomers develop and test expectations throughout the socialization process. Lecture 32

12. Content of Socialization Organizational socialization can be viewed as a learning process, in that newcomers must learn a wide variety of information and behaviors to be accepted as organizational insider. • Preliminary learning • Learning about the organization • Learning to function in the work group • Learning to perform the job • Personal learning Lecture 32

13. The Realistic Job Preview Involves providing recruits with complete information about the job and the organization. • Vaccination Against Unrealistically High Expectations Recruits are given information that permits them to adjust their expectations to the reality of the job. • Self-Selection Does it meet individual and job needs? • Coping Effect Develops coping strategies to perform their job effectively • Personal Commitment Based on personal choice – employee will stay, satisfy, committed Lecture 32

14. Employee Orientation Programs Are designed to introduce new employees to the job, supervisor, coworkers, and the organization. Contents of an orientation program may cover: • Information about company as a whole – HRD staff Overview of company, Key policies and procedures, Mission statement, Company goals and strategy, Compensation, benefits, safety, Employee relations, Company facilities • Job-specific information – immediate supervisor Department functions, Job duties and responsibilities, Polices, rules, and procedures, Tour of department, Introduction to departmental employees Common objectives of orientation program are to: • Reduce newcomer stress, start-up costs, turnover • Speed up proficiency, adjustment to work group and norms • Encourage positive attitude Lecture 32

15. Common Problems in Employee Orientation • Too much paperwork • Information overload • Information irrelevance • Scare tactics • Too much “selling” of the organization • Too much one-way communication • One-shot mentality • No evaluation of program • Lack of follow-up Lecture 32

16. Summary of the Course: Advances in Human Resource Development and Management Lecture 32

17. Summary of the Course: Advances in Human Resource Development and Management Lecture 32

18. Summary of the Course: Advances in Human Resource Development and Management Lecture 32

19. Summary of Lecture 32 • HRD and Employee Socialization/ Orientation • Why Employee Socialization and Orientation? • Organizational Socialization • Some Fundamental Concepts of Socialization • Content of Socialization • The Realistic Job Preview • Employee Orientation Programs • Common Problems in Employee Orientation • Summary of the Course: Advances in Human Resource Development and Management Lecture 32

20. Reference books Human Resource Development: Foundation, Framework and Application Jon M. Werner and Randy L. DeSimone: Cengage Learning, New Delhi Lecture 32

21. Thank you! Lecture 32