Chapter 8 Socializing Orienting and Developing Employees Fundamentals

Chapter 8 Socializing, Orienting, and Developing Employees Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Introduction • Socialization, training and development are all used to help new employees adapt to their new organizations and become fully productive. • Ideally, employees will understand accept the behaviors desired by the organization, and will be able to attain their own goals by exhibiting these behaviors. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Insider-Outsider Passage • 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. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Insider-Outsider Passage 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. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Insider-Outsider Passage 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. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Insider-Outsider Passage 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. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Insider-Outsider Passage • The Socialization Process – Encounter stage: Individuals discover how well their expectations match realities within the organization. – Where differences exist, socialization occurs to imbue the employee with the organization’s standards. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Insider-Outsider Passage The Socialization Process – Metamorphosis stage: Individuals have adapted to the organization, feel accepted and know what is expected of them. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Insider-Outsider Passage A Socialization Process Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Purpose of New-Employee Orientation • Orientation may be done by the supervisor, the HRM staff or some combination. • Formal or informal, depending on the size of the organization. • Covers such things as: – – – – The organization’s objectives History Philosophy Procedures Rules HRM policies and benefits Fellow employees Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Purpose of New-Employee Orientation • Learning the Organization’s Culture – Culture includes long-standing, often unwritten rules about what is appropriate behavior. – Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Purpose of New-Employee Orientation The CEO’s Role in Orientation • Senior management are often visible during the new employee orientation process. • CEOs can: – – Welcome employees. Provide a vision for the company. Introduce company culture -- what matters. Convey that the company cares about employees. – Allay some new employee anxieties and help them to feel good about their job choice. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

The Purpose of New-Employee Orientation 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. ). Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Training Definitions – Employee training a learning experience designed to achieve a relatively permanent change in an individual that will improve the ability to perform on the job. – Employee development future-oriented training, focusing on the personal growth of the employee. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Training Determining training needs • Specific training goals should be based on: – organization’s needs – type of work to be done – skills necessary to complete the work • Indicators of need for more training: – – drops in productivity increased rejects inadequate job performance rise in the number of accidents Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Training • Determining training needs – The value added by training must be considered versus the cost. – Training goals should be established that are tangible, verifiable, timely, and measurable. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Training Determining Training Needs Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Training • On-the-job training methods – Job Rotation – Assistant to positions – Committee Assignments • Off-the-job training methods – Classroom lectures – Films and videos – Simulation exercises (role play, gp DM) – Comp based training Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Development • This future-oriented set of activities is predominantly an educational process. • All employees, regardless of level, can benefit from the methods previously used to develop managerial personnel. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Development Employee development methods – Job rotation involves moving employees to various positions in the organization to expand their skills, knowledge and abilities. – Assistant-to positions allow employees with potential to work under and be coached by successful managers. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Development Employee development methods – Committee assignments provide opportunities for: • decision-making • learning by watching others • becoming more familiar with organizational members and problems – Lecture courses and seminars benefit from today’s technology and are often offered in a distance learning format. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Employee Development Employee development methods – 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. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Organization Development • What is change? • OD efforts support changes that are usually made in four areas: – The organization’s systems – Technology – Processes (work) – People Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Organization Development • Two metaphors clarify the change process. – The calm waters metaphor describes unfreezing the status quo, change to a new state, and refreezing to ensure that the change is permanent. – The white-water rapids metaphor recognizes today’s business environment which is less stable and not as predictable. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Organization Development OD Methods • Organizational development facilitates long-term organization-wide changes. • OD techniques include: – survey feedback – process consultation – team building – intergroup development Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Organization Development • Survey feedback assesses organizational members’ perceptions and attitudes. • The summarized data are used to identify problems and clarify issues so that commitments to action can be made. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Organization Development • Process consultation uses outside consultants to help organizational members perceive, understand, and act upon process events. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Organization Development • Team building may include: – goal setting – development of interpersonal relationships – clarification of roles – team process analysis • Team building attempts to increase trust, openness, and team functioning. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Organization Development The Learning Organization • Values continued learning and believes a competitive advantage can be gained from it. • Characterized by: – capacity to continuously adapt – employees continually acquire and share new knowledge – collaboration across functional specialties – teams are an important feature Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Evaluating Training and Development Effectiveness Evaluating Training Programs: • Typically, employee and manager opinions are used, – These opinions or reactions are not necessarily valid measures – Influenced by things like difficulty, entertainment value or personality of the instructor. • Performance-based measures (benefits gained) are better indicators of training’s costeffectiveness. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Evaluating Training and Development Effectiveness Performance-Based Evaluation Measures – Post-training performance method. Employees’ on-the-job performance is assessed after training. – Pre-post-training performance method. Employee’s job performance is assessed both before and after training, to determine whether a change has taken place. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

Evaluating Training and Development Effectiveness Performance-Based Evaluation Measures • 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 instruction. – Used to control for factors other than training which may affect job performance. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

International Training and Development Issues Cross-Cultural Training • Necessary for expatriate managers and their families: – before assignments (to learn language and culture) – during, and after foreign assignments (to adjust to changes back home). Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

International Training and Development Issues • Cross-cultural training is more than language training • Involves learning about the culture’s: – – – History Politics Economy Religion Social climate Business practices • May involve role playing, simulations and immersion in the culture. Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins

International Training and Development Issues Development • Often, organizations do not do a good job of planning for the return of overseas managers. • Leads to the managers’ being frustrated • Returning expatriates can: – be assigned a domestic position – prepare for a new overseas assignment – retire or be terminated Fundamentals of Human Resource Management 8 e, De. Cenzo and Robbins