SOCIALIZING, ORIENTATION AND DEVELOPMENT

1. SOCIALIZING, ORIENTATION AND DEVELOPMENT

2. Socializing, orienting and developing 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

3. Process of adaptation • Different work activities • A new boss • Different and diverse group of co-workers • A different set of standards for successful performance

4. Assumptions 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

5. Socialization strongly influences employee 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.

6. New 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

7. Socialization does not occur in a vacuum • Learning from socialization goes beyond job description • Influenced by behaviors and statements made by colleagues, management, employees, clients and other people.

8. Individual adjust to new situations in a remarkably similar way • Every new member goes through a settling-in period that tends to follow a relatively standard pattern

9. Socialization Process • Pre arrival • Encounter • metamorphosis

10. Pre arrival stage • Recognizes that individual arrive in an organization with a set of organizational values, attitudes and expectations • Selection interview – right type of employee

11. Encounter 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

12. Metamorphosis • Going through changes • Desirable metamorphosis • When becomes comfortable with the organization and the work teams.

13. Orientation • Activities that introduce a new employee the organization and their work units. • Who will do it? • CEO ? • Supervisor ? • HRM ?

14. Organizational 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

15. Employee 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

16. training development How do they differ?

17. Training • Focuses on current jobs • Enhancing specific skills and abilities for immediate performance • Job specific training to make more effective in current job

18. Employee 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

19. Managing 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

20. On the job training method • Job rotation • Understudy assignments

21. Off the job method • Class room lectures • Films and videos • Simulation exercise • Role playing • Group interaction • Outdoor exercises

22. Employee 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

23. Employee Development Methods • Job rotation • Assistant to positions • Committee assignment • Simulations • Courses and seminars

24. International training and development • Cross cultural training • Language training • Business practices – international • Overseas assignments

25. Evaluation of training • Methods and criteria • Post training performance

26. Look for new development methods Wherever you are in the organization