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Chapter 8
Socializing, Orienting, and Developing Employees
Fundamentals of Human Resource Management
Eighth Edition
DeCenzo and Robbins
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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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Introduction
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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
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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
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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
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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
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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
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HRM’s 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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The Purpose of New-Employee Orientation