Define the term socialization
socialization is 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
Assumptions of Socialization:
- Socialization strongly influences employee performance and organizational stability
- New members suffers from anxiety, which motivates them to learn the values and norms of the organization.
- Socialization must be consistent with culture
- Individuals adjust to new situations in similar ways
* socialization and culture go hand and hand
Identify the three-stage employee socialization process
- Pre-arrival- new hire comes in with their own belief, attitudes, etc
- Encounter- new hires are exposed to the organization and the way things are done
- Metamorphosis- new hires are shaped to how things are done in organization
Understand the role of organizational culture, CEOs, and HRM in orientation programs
Orientation may be done by the supervisor, the HRM staff, or some combination
- Formal and informal, depending on the size of the organization
- Covers such things as:
a. Organization’s obj.
b. History
c. Philosophy
d. Procedures
e. Rules
f. HRM policies and benefits
g. Fellow employees
PURPOSE: to learn the organization’s culture
- culture includes long-standing, unwritten rules abt what is appropriate behavior
- socialized employees know how thins are done, what matters, and which behaviors and perspective are acceptable
CEOs Role in Orientation:
a. welcome employees
b. Provide a vision for the company
c. Introduce company culture–what matters
d. Convey that the company cares abt employees
e. Reduce some new employee anxieties and help them to feel good abt their job choice
HRM’s Role
Coordinating Role: HRM isnturcts new employees when and where to report, provides information and benefits choices (bureaucratic approach)
Participant Role: HR offers assistant for future employee needs (developmental type of approach)
Know the difference between employee training and employee development
EMPLOYEE TRAINING- designed to achieve a permanent change in an individual that will improve the ability to perform on the job
-showing new hires to do things (short term)
FOCUS: current job SCOPE: individual employees TIME FRAME: immediate GOAL: fix current skill deficiency PARTICIPATION: mostly required USE OF WORK EXPERIENCE: low
EMPLOYEE DEVELOPMENT- future oriented training, focusing on the personal growth of the employee (long term)
-teach employees to instill sond reasoning processes to enhance one’s ability to understand and interpret knowledge
FOCUS: current & future job; personal growth SCOPE: individual, group, & organization TIME FRAME: long term GOAL: prepare for future work demands PARTICIPATION: voluntary USE OF WOrK EXPERIENCE: high
(READ PPT FOR ADDITIONAL DETAILS!!!!)
Explain the three-step process used for designing effective training activities
- CONDUCTING A NEEDS ASSESSMENT
- organizational analysis
- person analysis
- task analysis - SELECTING TRAINING METHODS
* On the job training methods
- on the job training
- job rotation
- internship
- Off the-job training methods
- classroom lectures
- films and videos
- simulation exercise
- vestibule training
- EVALUATING TRAINING PROGRAMS
- performance-based evaluations measures
Post-training performance method
- employees’ on the-job performance is assessed after training
- changes in behavior may be attributed to factors beyond training benefits
Pre-post training performance method
- employee’s job performance is assessed both before and after training to determines whether a change has taken place
- pre-test and post-test may be administered in training session to determine if learning occurred
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 instructions
- used to control for factors other than training which may affect job performance
Track business results
- using more obj, quantifiable data will place the trainer in a stronger position to defend usefulness of training sessions and to justify for training budget o senior level managers
- absenteeism
- tardiness
- sick leave
- productivity
- satisfaction
- turnover
Understand the on-the-job and off-the-job methods for employee development
JOB ROTATION- involves moving employees to various positions in the organization to expand their knowledge, skills, and abilities
ASSISTANT-TO-POSITIONS- allows employees with potential to work under and be coached by successful managers
COMMITTEE ASSIGNMENTS (tasks forces) opportunities for
- decision-making
- learning by watching others
- becoming more familiar with organizational members & problems
LECTURE COURSES AND SEMINARS- benefit from today’s technology and are often in a distance learning format
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
Discuss the term organizational development and the role of change agent
CHANGE AGENT- helps people transition; initiates and handle the change in the organization
ORGANIZATIONAL DEVELOPMENT- efforts support changes that are usually made in four areas:
- organizational structure
- technology
- processes
- people
-how to help employees handle changes
OD TECHNIQUES:
Survey-feedback- assess organizational members’ perceptions & attitudes
-summarized data are used to identify problems and clarify issues so that commitments to action an be made
Process consultation- uses outside consultants to help organizational members perceive, understand, and act upon process events
-hire professionals outside to handle changes
Team building- attempts to increase trust, openness, and team functioning
-help build cohesion
may include:
-goal setting
-development of interpersonal relationships
-clarification of roles
-team process analysis
Intergroup Development- attempts to achieve cohesion among different of work groups and help them to change:
- attitudes
- stereotypes
- perceptions
- coordination
Explain issues critical to international training and development
CROSS-CULTURAL TRAINING
- necessary for expatriate managers and theirs families:
- before assignments (to learn language and culture)
- during and after foreign assignments (to adjust to changes back home)
- more than language training
- involves learning abt the culture’s politics, history, economy, religion, social climate, business practices
- may involve role playing, simulations, and immersion in the culture
