课件论文课件week 7

1、Onboarding:Employee Induction, Orientation - SocialisationChapter 8 BMO3477 Human ResourceDevelopment, week 7CH-8 2012 South-Western, a part of Cengage Learning1LearningDiscuss the content, outcomes, and process of introducing employees to the organisation, their work colleagues, and their role.Stat

2、e the challenges faced by new employees entering an organisationDescribe the realistic job preview approach to recruiting, and explain how it can benefit organisations and new employeesDefine and explain the goals of employee induction and employee orientation - socialisationIdentify the characteris

3、tics of an effective induction programme and an effective orientation programme Learn the key elements necessary to design, implement, and evaluate an effective programmeCH-8 2012 South-Western, a part of Cengage Learning2Purpose of InductionTo introduce the new employee to the organisation, its his

4、tory, current situation in the industry and strategyTo introduce the new employee to the area of the organisation they will be working in and those with whom they will be working and interacting - socialisationCH-8 2012 South-Western, a part of Cengage Learning3Purpose of OrientationShow the new emp

5、loyee around the physical environment the work areaEnable them to find their own way around the organisation, e.g., car park, toilets, other departments or BUs with which they will interactHelp them to understand their physical location in relation to those with whom they are working closely and tho

6、se with whom they may only interact occasionally, e.g., HRCH-8 2012 South-Western, a part of Cengage Learning4Induction and Orientation =Socialisation?Good induction and orientation processes are important for the company and the new employee so that new employees make a positive start with the orga

7、nisation.Organisational socialisation processes and orientation programmes are intended to do just thatIf successful, the new employee will understand the organisations reason for existing, who and when it commenced operation and its future plans they will feel part of the organisation (have been so

8、cialised into it) and know their way around itCH-8 2012 South-Western, a part of Cengage Learning5Why Bother?Starting a new job can be stressfulNewcomers are in an unfamiliar work environment surrounded by people they do not knowNew employees must establish relationships and learn new behaviours, fa

9、cts, procedures, expectations, and valuesNew employees can also expect surprises not anticipating the emotional impact of greater responsibility underestimating the difficulty of adjusting to a new work scheduleNew employees may also need to “unlearn” things that helped them succeed in previous sett

10、ingsThis can also occur when moving to a new area of the same organisationCH-8 2012 South-Western, a part of Cengage Learning6Organisational SocialisationThe process of adjusting to a new organisationA complex, lengthy process Weeks, maybe monthsWhat is expected from them on the job How to behave to

11、 be accepted by peersCH-8 2012 South-Western, a part of Cengage Learning7At StakeNew employees satisfaction, performance, and commitment to the organisationWork groups satisfaction and performance Start-up costs invested in the new employee recruiting, selection, training, and the time until theempl

12、oyee is up to full speedThe likelihood the employee will remain with the organisationCosts of replacing the employee if he or she leavesCH-8 2012 South-Western, a part of Cengage Learning8Two Common ApproachesOr two related activities?Used to benefit both the individual and the organisationRealistic

13、 Job Preview (RJP) Employee Induction and Orientation Induction: Introduce the new employee to theorganisation so they get to know it Orientation: Enable the new employee to find their way around the organisation, physically and virtually (email/phone, etc.)CH-8 2012 South-Western, a part of Cengage

14、 Learning9Organisational SocialisationThe process by which an individual acquires the social knowledge and skills necessary to assume a role in the organisationHow outsider transforms into insiderFundamental ConceptsOrganisational Roles Group Norms ExpectationsCH-8 2012 South-Western, a part of Ceng

15、age Learning10Organisational RolesThree dimensions Inclusionary a social dimension (e.g., outsider, probationary status, permanent status) Functional a task dimension (e.g., sales, engineering, plant operations) Hierarchical a rank dimension (e.g., line employee, supervisor, middle manager, officer)

16、 2012 South-Western, a part of Cengage LearningCH-811Important Issues for SocialisationRole Communication Individuals role should be communicated clearly and agreed upon by all concerned partiesRole Orientation Getting employee familiar with formal (job description) and informal (de facto) job requi

17、rements Finding their way around their roleCH-8 2012 South-Western, a part of Cengage Learning12Perception of Organisational RolesRole overload employee perceives the role as being more than he or she can reasonably doRole conflict employee receives mixed messages about what is expected of him or he

18、r by others, such as a boss and coworkersRole ambiguity when the employee feels the role is unclear; this is often the result of assuming a newly created positionCH-8 2012 South-Western, a part of Cengage Learning13Role OrientationExtent to which employees are innovative in interpreting their organi

19、sational rolesOn a continuumSometimes conflicts with organisations accepted beliefs and valuesCH-8 2012 South-Western, a part of Cengage Learning14Group NormsNorms are the rules of conduct (typically unwritten) that are established by group members to influence or control behaviour within the groupI

20、ndicate the behaviours that insiders agree are appropriateLearning group norms is not always easyCH-8 2012 South-Western, a part of Cengage Learning15Three Levels of ImportanceBehaviours can bePivotal behaviours essential to organisational membership Relevantbehaviours that are desirable but not ess

21、ential Peripheral unimportant behavioursCH-8 2012 South-Western, a part of Cengage Learning16ExpectationsA belief about the likelihood something will occurCan encompass behaviours, feelings, policies, and attitudesNewcomers have expectations about how they will be treated what they will be asked to

22、do how they will feel in the new organisation among other thingsCH-8 2012 South-Western, a part of Cengage Learning17Research FindingsNewcomers expectations can affect their Satisfaction Performance Commitment Tendency to remain with the organisationCH-8 2012 South-Western, a part of Cengage Learnin

23、g18Content of SocialisationPreliminary Learning Discovery learning will be necessary what to learn and whom to learn from Learning about the organisation including its history, goals, values, and policies Learning to function in the work group values, norms, roles, and friendships within the groupLe

24、arning how to perform the job Necessary skills and knowledge for a particular jobPersonal learning Learning from experience with the job and organisation, including- self-identity - expectations - self-image, and motivation 2012 South-Western, a part of Cengage Learning19Successful/Unsuccessful Soci

25、alisationSuccessful Newcomer developsGreater knowledge of the organisation and work groupAttitudes that make performing, fitting into, and remaining with the organisation and work group possibleBehaviours that lead to personal and organisational effectivenessUnsuccessfulResults inUnmet expectations

26、DissatisfactionLack of commitment Turnover 2012 South-Western, a part of Cengage LearningCH-820Stage Models of Socialisation 1Anticipatory Stage before the individual joins the organisation person forms an impression about what membership in an organisation is likeEncounter Stage Begins when a recru

27、it makes a formal commitment to join the organisation Individualcrosses the inclusionary boundary separating the organisation from the outside environmentbegins to discover what the organisation is really likeCH-8 2012 South-Western, a part of Cengage Learning21Stage Models of Socialisation 2New emp

28、loyees accept the norms and values of the group master the tasks they must perform resolve any role conflicts and overloadsEmployees will be satisfied be internally motivated involved in the job perform their jobs dependably remain with the organisationCH-8 2012 South-Western, a part of Cengage Lear

29、ning22Feldmans ModelFig. 8-1Anticipatory socializationEncounterChange and acquisitionTask masteryBehavioral outcomesAffective outcomesSOURCE: Academy of Management Review by FELDMAN, D. C. Copyright 1981 by ACAD OF MGMT. Reproduced with permission of ACAD OF MGMT in the format Textbook via Copyright

30、 Clearance Center.CH-8 2012 South-Western, a part of Cengage Learning23Job involvementInternal work motivationGeneral satisfactionRemain with organizationInnovate and cooperate spontaneouslyCarry out role assignments dependablyResolution of role demandsAdjustment to group norms & valuesPerformance e

31、valuationRole definitionInitiation to the groupInitiation to the taskManagement of intergrouprole conflictsManagement of outside-life conflictsCongruence of needs & valuesCongruence of skills & abilitiesRealism about jobRealism about organizationPeople Processing Tactics and StrategiesPeople process

32、ing strategies The way organisations influence the adjustment of new membersSocialisation tactics impact newcomer attitudes and behaviourNewcomers actively seek out the information that they needCH-8 2012 South-Western, a part of Cengage Learning24What Do Newcomers Need?Accurate ExpectationsInsiders

33、 normally know what to expect of the situations there are fewer surprises to confront themNewcomers expectations are likely to differ from organisational realityKnowledge Base Insiders have the knowledge base from history and experience in the setting to make sense of the surprising event Newcomers

34、generally lack this knowledgeOther InsidersInsiders have co-workers with whom to compare their judgements and interpretations of organisational eventsNewcomers have not yet developed these relationshipsCH-8 2012 South-Western, a part of Cengage Learning25The Realistic Job PreviewProvides recruits wi

35、th complete information about a job and an organisationRecruit is given both positive and negative informationCH-8 2012 South-Western, a part of Cengage Learning26Realistic Job PreviewFour Interrelated Mechanisms Vaccination against unrealistically high expectations Self-Selection Do the job and the

36、 organisation match their individual needs Coping Effect Realistic expectations help to develop coping strategies for performing effectively Personal CommitmentCH-8 2012 South-Western, a part of Cengage Learning27Realistic Job Preview EffectsFig. 8-2Vaccinationof expectationsSOURCE: From Wanous, J.

37、P. (1978). Realistic job previews: Can a procedure to reduce turnover also influence the relationship between abilities and performance? Personnel Psychology, 31, 251. Reprinted by permission.CH-8 2012 South-Western, a part of Cengage Learning28Tenure in the organizationInvoluntary turnoverVoluntary

38、 turnoverJob performanceOrganizational commitmentCoping mechanisms develop for new jobJob satisfactionRole clarityJob wants are matched to organizational climatesRJPSelf selectionCommitment to choice of organizationInternal locus of controlPerception of honesty and caringWhen to Use an RJPWhen candi

39、dates can be selective about offers When the selection ratio is low the organisation has many more job applicants thanpositions availableWhen recruits are unlikely to have enough information available to them to develop realistic expectations such as with entry level, complex, or “unique” jobsWhen r

40、eplacement costs are highCH-8 2012 South-Western, a part of Cengage Learning29RJP ContentDescriptive or Judgemental Content Descriptive content focuses on factual information Judgemental content communicates incumbents feelingsExtensive or Intensive Content Extensive content contains all pertinent i

41、nformation Intensive content implies selective information that is presented more briefly and forcefullyDegree of Content Negativity Should the content of the RJP be highly negative, moderately negative, or somewhere in between?Message Source If an audio-visual medium is used, should actors, job inc

42、umbents, or other organisation members, such as supervisors or learning facilitators, present the message?CH-8 2012 South-Western, a part of Cengage Learning30Timing of RJP is CriticalAs early as possible Before job offerUse multimedia to communicate realistic information before hireSave more expens

43、ive processes for later Self-screening will have reduced applicant poolCH-8 2012 South-Western, a part of Cengage Learning31Are RJPs Effective?Research has shown that RJPs Reduce inflated expectations Lead toDecreased turnover Increased job satisfactionIncreased job commitmentCH-8 2012 South-Western

44、, a part of Cengage Learning32Evaluation Criteria for RJPsSOURCE: Wanous, J. P. (1992). Organizational entry: Recruitment, selection, orientation, and socialization of newcomers (2nd ed., p. 72). Reading, MA Addison-Wesley. Adapted by permission.CH-833 2012 South-Western, a part of Cengage LearningS

45、tage of EntryEvaluation CriteriaPre-entry EntryAbility of the organisation to recruit newcomersInitial expectations of newcomers Choice of organisation by the individualPost-EntryInitial job attitudes Satisfaction with the job Commitment to the organisation Descriptive statements about the job Thoug

46、hts about quitting Job performanceJob survival and voluntary turnover ratesEmployee Socialisation ProgrammesEmployee socialisation programmes* are designed to introduce new employees to the job supervisors Co-workers organisationFocuses on the encounter stage of socialisation*Includes both induction

47、 and orientationCH-8 2012 South-Western, a part of Cengage Learning34Common Socialisation ObjectivesReduce the newcomers stress and anxiety Reduce start-up costsReduce turnoverReduce the time it takes for the newcomer to reach proficiency (training and break-in time)Assist the newcomer in learning t

48、he organisations values, culture, and expectationsAssist the newcomer in acquiring appropriate role behavioursHelp the newcomer adjust to the work group and its normsEncourage the development of positive attitudesCH-8 2012 South-Western, a part of Cengage Learning35UsageMost organisations have socia

49、lisation programmes of some sortAlmost 7% of total HRD expenditures goes to onboarding in general (all programmes)There is unreleased interest in “rapid on- boarding” Getting new hires up to speed quicklyCH-8 2012 South-Western, a part of Cengage Learning36Socialisation Programme ContentsCompany Inf

50、ormation An overview of the company (and its history)key policies and proceduresthe mission statement company goals and strategy Information concerningpay benefitssafety and accident prevention employee or union relationsthe physical facilitiesCH-8 2012 South-Western, a part of Cengage Learning37Con

51、tents(Continued)Overview of the organisations mission, goals, structure, culture, code of ethics, and products mission statement serves to reinforce basic values and the organisations place in its industry and in societyPay and benefits policies should also be explained Devote a portion of the onboa

52、rding period to completing pay and benefits forms to make sure employees know what they are entitled to are enrolled in the appropriate programmes 2012 South-Western, a part of Cengage LearningCH-838A Checklist of Topics*Table 8-2Where do I work? What do I need?How am I protected?What does organisat

53、ion do? What do I do?How do things work?*Table 8-2 SOURCES: Adapted from Tyler, K. (1998). Take employee orientation off the back burner. HR Magazine, May, 54; Belaiche, M. (1999). A well planned orientation makes a difference. Canadian Manager, Spring, 2324; Lindo, D.K. (1999). New employee orienta

54、tion is your job!Supervision,60(8), 69; Hicks, S. (2000). Successful orientation programs. Training & Development, April, 5960; Robbins, R.L. (2002). Orientation: Necessity or nightmare? Supervision, 63(10), 89; Hacker, C.A. (2004). New employee orientation: Make it pay dividends for years to come.Information Systems Management, 21(4), 8992; Valentine, S., & Johnson, A. (2005). Codes of ethics, orientation programs, and the perceived importance of employee incorruptibility. Journal of Business Ethi