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New Employee Orientation Programs

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Abstract

The conceptual domain of new employee orientation programs is defined. Following this, orientation programs are distinguished from socialization, psychological contracts, training, and realistic job previews (RJPs). Three somewhat diverse areas of academic research are used to develop a framework for the design and study of new employee orientation programs: (a) stress theory/coping methods, (b) attitude theory/change methods, (c) RJP theory/methods. The framework for designing new employee orientation is called “ROPES,” an acronym for Realistic Orientation Programs for new Employee Stress. Five field experiments that best represent ROPES are reviewed. Future research on newcomer orientation should be guided by a clear definition of the conceptual domain, borrow liberally from related areas of inquiry, be conducted in field settings, and use experimental designs.

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... These concepts are related, but distinct. For example, an orientation program offered to employees immediately after their arrival in an organization may include training and mentoring to promote socialization (Wanous & Reichers, 2000). ...
... Orientation programs introduce new employees to the institution while offering clarifications about the organization, their team, employment conditions, and performance expectations (Tabvuma et al., 2015;Kim et al., 2015;Clinefelter, 2012;Wanous & Reichers, 2000). Attracting talent and managing employee development are key to an organization's success and are particularly important in the knowledge economy, in which employers compete to attract highly skilled employees (Nankervis et al., 2017;Dawn & Biswas, 2013). ...
... The timing and duration of orientation activities have been discussed in the literature. There is broad belief that orientation and onboarding activities should begin either immediately after an employee starts (i.e., day one) or immediately after the offer of employment has been accepted but before the employee has joined the team (Wanous & Reichers, 2000). The duration of orientation activities has been debated. ...
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Employee orientation and development are essential organizational processes. This paper examines a competency-based new-librarian development program in a legislative library setting, emphasizing program redesign and continuous improvement. The new-librarian development program was originally introduced in 2012 and was revised in 2018 in response to changes in the organization’s structure, the introduction of a revised competency framework and feedback from stakeholders. The new-librarian development program uses recommended practices from the employee development literature as a frame. The process of developing and redesigning the program offers insights into how librarians can develop customized development programs. A copy of the competency profile for research librarians is included in the appendix.
... 10 Timing and content of orientation There are differing opinions regarding the timing of new employee orientation, the content of new employee orientation, and how the orientation process should be carried out. 14 The groundwork for a good orientation can begin during the recruitment and interview process. ...
... 18 There are some essential tasks that must be completed at a point early in the orientation process. 14 The organization's policies and procedures should be reviewed. This may include tasks such as payroll forms, insurance and benefit information, sick leave, expectations of work INDIVIDUALIZING THE ORIENTATION PROCESS hours and timekeeping, break policies, phone and internet use, dress code, confidentiality expectations, computer systems, and any unwritten rules that should be followed. ...
... 6,15 There is no consensus regarding the most effective intervention, nor is there a length of orientation shown to be the most effective. 1,13,14 One study showed the orientation length should be based on the learning needs of each employee and their prior experience. 13 There is also evidence that increased orientation time leads to increased job satisfaction. ...
Thesis
Purpose: The purpose of this scholarly project was to investigate whether an individualized clinical orientation would result in a shortened time to orient and integrate Certified Registered Nurse Anesthetists (CRNAs) into practice in a large academic medical center. By individualizing the orientation process, this project seeks to determine if this process change will lead to increased job satisfaction. Methods: A new orientation process was developed and tailored to the needs of each newly hired CRNA. The new process provided tools to be used by new CRNAs and their supervisors throughout the initial clinical orientation period. New CRNAs hired to Mayo Clinic from September 2016 to February 2017 were oriented using the new process and tools. A survey was utilized to compare the satisfaction of the post-intervention group with a pre-intervention group of CRNAs hired from October 2011 to June 2016. The length of orientation for the pre- and post-intervention groups was also compared. Results: Orientation time was decreased from 12 months in the pre-intervention group to an average of 5.25 months in the post-intervention group. This reduction included a decrease in the number of days spent in 1:1 orientation with a CRNA; from an average of 65 days in the pre-intervention group to an average of 32 days in the post-intervention group. The percentage of CRNAs who reported increased satisfaction or highly increased satisfaction with the orientation process was increased from 69% of the pre-intervention CRNAs to 78% for the post-intervention CRNAs. Conclusion: This scholarly project showed an increase in satisfaction with the orientation process for CRNAs who received a tailored orientation versus a generic orientation, but was limited by a small sample size. The reduction in orientation time of over six months using the new process was clinically significant to the conducting institution. It allowed new CRNAs to be fully integrated into practice much sooner, resulting in a significant reduction in orientation costs.
... An employee-oriented culture reflects its organisational value system in terms of rewards and providing a comfortable environment. As per organisational role theory, the workplace environment affects employees physically and emotionally (Wanous and Reichers, 2000;Kampani and Jhamb, 2020). If a firm understands the employee's journey from their point of view, they are much successful in delivering desired customer experiences. ...
... Employee orientation programs are extremely important in organisations as they increase the emphasis on socialising. The employees who have gone through orientation socialize more to get aware of the organisational values, policies, and practices (Wanous and Reichers, 2000). Adaptable individuals are better to make adjustments to meet social and psychological changes (Rasheed et al., 2020). ...
... As per the organization's role theory, the emotional and physical state of an employee is affected by workplace performance. For sustaining employee commitment, understanding and working on the factors that can affect the behavior of employees by the management of firms can make it more certain about empowering employees to adopt a certain kind of expected behaviour while serving the clients (Wanous and Reichers, 2000;Dubey and Gunasekaran, 2015;Yin et al., 2019). The surrounding environment also makes an individual observe human behaviour and learn variations in the behaviour of other individuals. ...
Article
Purpose The study aims to explore the themes responsible for employee orientation and further their role in building strong customer relationships in telecom and organized retail outlets in emerging markets. Design/methodology/approach Employing the qualitative approach, a total of 31 in-depth interviews with customer relationship management (CRM) officers of telecom and organized outlets were carried out. Data were analysed using NVIVO-12 plus and ATLAS tools. Findings The analysis extracted 13 unique themes namely training and development, communication skills, convincing skills, interpersonal skills, knowledge management, grievance handling, organisation's culture development, service climate, adaptive behaviour, customer retention skills, customer profiling, trust and commitment, and suitability of employees. The results claimed that these themes can assist in building strong customer relationships. However, the extent of the significance of themes may vary for telecom and organized retail outlets. Research limitations/implications The findings have vital implications for frontline employees to drive customer value as they directly involve with customers. Findings further suggest that hiring of employees according to their location and catchment area of outlets are utmost important. Originality/value Employee orientation is an indispensable determinant in building a sustainable relationship with customers through uniqueness and consistency in meeting customers' expectations. This is a first attempt to explore the various unique themes responsible for employee orientation and the imperative role of such themes in maintaining long-lasting customer relationships.
... The term onboarding was originally intended for new managers (Dai & De Meuse, 2007;Klein & Polin, 2012) and was generally not inclusive of new employees. Instead, earlier literature used the term orientation in reference to the integration of new employees into the organization (Wanous & Reichers, 2000). According to Klein and Weaver (2000), "orientation programs are a form of employee training designed to introduce new employees to their job, the people they will be working with, and the larger organization" (p. ...
... 30). Wanous and Reichers (2000) recommend similar content areas, such as health and safety, terms of employment, history of the organization, managing anxiety and stress, and interpersonal relationships (pp. 436-437). ...
... 732). One content area for onboarding training recommended by Wanous and Reichers (2000) is the history of the organization. Likewise, Harmon (2011) Learning about company operations (Subtheme 3.2) also had a strong socializing effect on subjects, who reported that this knowledge instilled mainly feelings of belonging to and pride in the company. ...
Thesis
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This study examines and explores the effects of an organizational onboarding training program in a Middle Eastern energy company on the organizational socialization and organizational commitment of recent university graduates of national origin newly hired by the company. Organizational onboarding training influences new employees’ socialization and their attitudes toward the organization, such as their emotional attachment to the organization, known as affective commitment. Organizational onboarding, socialization, and commitment have been shown to lead to positive outcomes for the organization, such as increased employee engagement and retention. Corporate onboarding training programs have not been widely examined for their effectiveness, particularly within the context of a single organization. Most studies related to organizational socialization and organizational commitment rely solely on survey-based quantitative data. This study uses an explanatory sequential mixed methods design, first collecting quantitative data and then using qualitative data to expand on the quantitative results. In the quantitative phase of the study, online survey data will be collected from onboarding program graduates to examine their organizational socialization and organizational commitment. In the qualitative phase of the study, audio-only online semistructured qualitative interviews with program graduates will be carried out to explore the ways in which participation in the onboarding program contributed to subjects’ organizational socialization and organizational commitment. Understanding the onboarding training program’s effects on the organizational socialization and organizational commitment of new employees will help training managers identify and act on the program’s strengths and areas for improvement. This study will also offer a unique contribution to the literature of onboarding, socialization, and commitment, as it will be conducted in a company within a specific geographic region—the Middle East—in a specific economic sector—the energy industry. Its findings will be useful to similar organizations seeking to implement new onboarding training programs or benchmark and improve existing onboarding training programs. Finally, this explanatory sequential mixed methods study will provide researchers, practitioners, and organizations with a broader understanding of how onboarding training affects the organizational commitment and socialization of new employees in different types of organizations in various sectors worldwide. Keywords: employee onboarding, onboarding training, organizational socialization, organizational commitment, affective commitment
... Klein and Weaver (2000) defined orientation programs for newcomers to introduce them to their job, co-workers, and the larger organization. Most orientation programs cover the following three areas: (1) terms and conditions of employment, (2) health, safety and legal issues, and (3) the organizations history, culture, and values (Wanous and Reichers, 2000). Orientation, also termed early socialization, typically takes place within the first month of an employee joining an organization (Wanous and Reichers, 2000;Anderson et al., 1996). ...
... Most orientation programs cover the following three areas: (1) terms and conditions of employment, (2) health, safety and legal issues, and (3) the organizations history, culture, and values (Wanous and Reichers, 2000). Orientation, also termed early socialization, typically takes place within the first month of an employee joining an organization (Wanous and Reichers, 2000;Anderson et al., 1996). ...
... There are three accepted frameworks which guide the research and design of orientation programs: (1) stress theory / coping methods, (2) attitude theory / change, and (3) Realistic Job Preview (RJP) theory. Different industries use one or a more of these to develop orientation programs for their newcomers (Wanous and Reichers, 2000). ...
Article
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The IT sector struggles with talent acquisition and low retention rates. While several field studies have explored onboarding of software developers, the software engineering literature lacks studies that develop and evaluate theoretical models. This study seeks to explore the link between onboarding of new hires and turnover intention of these professionals. In particular, we develop a theoretical model that identifies a number of onboarding activities, and link these to onboarding success. We then look at what we have termed “organizational fit,” which we define as two aspects of software professionals, namely job satisfaction and the quality of their relationships on the workfloor, and investigate how these mediate the relation between short-term onboarding success and a longer-term intention to leave (or stay with) an organization. We test our model with a sample of 102 software professionals using PLS-SEM. The findings suggest that providing support to new hires plays a major role in onboarding success, but that training is less important. Further, we found that job satisfaction mediates the relationship between onboarding success and turnover intention, but workplace relationship quality does not. Based on the findings, we discuss a number of implications for practice and suggestions for future research.
... The conventional induction programme which insists on policies, procedures and benefits accrued, does not suffice to integrate employees into organizations (Derven, 2008).The ideal induction programme must includes contents that make up a well organized induction programme (Wanous and Reichers, 2000).The proposed topics must relate to the content, process, support and follow up (Hendricks, 2006).As explained below; Content A well designed induction programme must expose new employees to the organization's history, purpose, operations and products or services, as well as contributions of employees' jobs to the organization's objectives (Stoner, 2005).The programme should also cover employee side by highlighting the information about employees' work routines, health and safety procedures, and introduction to co-workers (Snell, 2006;Wanous and Reichers, 2000).This phase of induction programme introduces new employees to the organizational structure, culture and work standards and overall organization's expectations. ...
... The conventional induction programme which insists on policies, procedures and benefits accrued, does not suffice to integrate employees into organizations (Derven, 2008).The ideal induction programme must includes contents that make up a well organized induction programme (Wanous and Reichers, 2000).The proposed topics must relate to the content, process, support and follow up (Hendricks, 2006).As explained below; Content A well designed induction programme must expose new employees to the organization's history, purpose, operations and products or services, as well as contributions of employees' jobs to the organization's objectives (Stoner, 2005).The programme should also cover employee side by highlighting the information about employees' work routines, health and safety procedures, and introduction to co-workers (Snell, 2006;Wanous and Reichers, 2000).This phase of induction programme introduces new employees to the organizational structure, culture and work standards and overall organization's expectations. ...
... Unlike the traditional induction programme where even the long serving employees can attend an induction programmme any time in their career. It is suggested that an induction programme is conducted within the first week rather than the first month of employment after employment (Wanous and Reichers, 2000). To achieve the most of the programme it is also suggested that the programme should be delivered in piecemeal, and in a blended learning structure instead of traditional one-off approach (Derven, 2008;Friedman, 2006).The programme should also be delivered by the experienced facilitators (Totterdell, et al.2004:3). ...
Article
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This paper report the views of 70 respondents who attended induction programme at different times from Tabora and Singida Municipal Councils and four ministerial executive agencies situated in the two municipalities. The study was guided by the programme theory which also assisted the analysis of the findings. The overall conclusion has shown that 65.7% indicated they are aware that attending induction programme is the legal obligation, 38.6% were proud to be identified with their organizations after attending the induction programme, 35.7% were likely to stay in their current organizations after attending the induction programme, and 47.1% reported that induction programme is useful for their career development. The study recommends that to reap the full benefits of an induction programme it should take into consideration the plausible programme theory and adhere to social science principles during the design phase. We conclude by implications for policy, practices and propose future research directions.
... Coping behaviors Applying what is taught in the training outside the training environment, referred to as training transfer, has been widely acknowledged as a key training criterion (Baldwin, Ford, & Blume, 2017;Blume, Ford, Baldwin, & Huang, 2010;Goldstein & Ford, 2002). As the most important defining feature of ROPES is the coping training component (Wanous & Reichers, 2000), the extent to which sojourners exhibit trained coping behaviors is a crucial indicator of the success of the ROPES training. ...
... Lazarus & Folkman, 1984). Stress is another important indicator of the success of ROPES training, as it is the primary target of the ROPES intervention (c.f., Wanous & Reichers, 2000). As discussed earlier, sojourners experience increased stress and anxiety after they are sufficiently exposed to the cultural reality in the host country. ...
... Selmer (2001) speculated that CCT might be more effective if it is delayed until the sojourners try to cope with culture shock. The aim of ROPES training is to train sojourners on how to more effectively cope with major entry stressors (Wanous & Reichers, 2000). If ROPES is offered too early during the cross-cultural transition period, before sojourners have experienced some of the major entry stressors, its stress reduction effect should be weaker than ROPES is offered when sojourners have encountered and have struggled with stress. ...
... It is during the orientation program that newcomers are introduced to the job, the people they will be working with, and the larger organization (Klein & Weaver, 2000). The orientation period usually lasts from the first day to the end of the first week (Wanous & Reichers, 2000). Onsite orientation sessions are one of the most formal and planned socialization practices used by organizations (Louis, Posner, & Powell, 1983). ...
... A problem with orientation programs, however, is that they tend to focus on general facts such as the terms and conditions of employment and are too narrow in focus because they primarily involve imparting information (Fan, Buckley, & Litchfield, 2012;Wanous & Reichers, 2000). Wanous and Reichers (2000) have suggested that orientation programs should be designed to lower the stress of newcomers and should teach newcomers coping skills for the most important stressors they will face and should teach both emotion-focused and problem-focused coping skills. ...
... A problem with orientation programs, however, is that they tend to focus on general facts such as the terms and conditions of employment and are too narrow in focus because they primarily involve imparting information (Fan, Buckley, & Litchfield, 2012;Wanous & Reichers, 2000). Wanous and Reichers (2000) have suggested that orientation programs should be designed to lower the stress of newcomers and should teach newcomers coping skills for the most important stressors they will face and should teach both emotion-focused and problem-focused coping skills. They refer to this kind of orientation program as ROPES -realistic orientation programs for new employee stress. ...
Chapter
This chapter focuses on the implications of the transfer of training for organizational socialization. It reviews the literature on organizational socialization and the transfer of training and argues that research and practice on organizational socialization can be significantly improved and advanced by applying what we know about the transfer of training to the design and delivery of socialization programs. The chapter defines training and organizational socialization and describes how similar they are in that learning is the most fundamental and primary objective and outcome of training and organizational socialization. It also reviews the socialization research on employee orientation and training which are two primary types of formal programs used by organizations to orient and socialize new hires. The chapter introduces a new construct and model to the socialization literature, based on a review of the transfer of training literature and Baldwin and Ford's model of the transfer of training process.
... Many enterprises believe that onboarding is a major component of new employees' experience [Holton 2001;Infopraca.pl 2009;Survey findings 2011;Abou Hamad et al. 2018], especially as new employees are very stressed at this stage [Wanous, Reichers 2000]. They are concerned about: 1) how they will benefit as an organization member, and 2) whether it is feasible for them to obtain the promised outcomes [Shea-Van Fossen, Vredenburgh 2014]. ...
... Some studies reveal errors committed in onboarding . The typical new employee onboarding process provides employees with a volume of information that is overwhelming, impractical, and impossible for new employees to incorporate within a short period of time [Wanous, Reichers 2000]. Srimannara-yana [2016] noted that some organizations included too many complex tasks and information for employees to realistically digest Management Sciences Vol. 23, No. 4 while other organizations offered too few items which fails to adequately prepare employees. ...
... The early stages of the employment relationship are characterized by changes in characteristics of the work context and employees' perceptions and attitudes (Bauer et al., 2007;Wanous & Reichers, 2000). ...
... Supervisors should also be aware of, and be clear with subordinates about the fact that the support they provide will change in nature over time, and become more autonomy supportive. This strategy would help lower unrealistic expectations regarding supervisor support (Wanous & Reichers, 2000) and maintain confidence that help will remain available as time passes. It is also worth noting that, as the decline in support perceptions was associated with a decline in commitment, anything that is done to enhance supervisors' supportive behaviors (e.g., giving them training and assistance as to how to address newcomers' needs) might indirectly increase employee commitment. ...
Article
Building on the broaden‐and‐build theory and research on the negativity bias, this study examines how trait affectivity, as a stable predisposition predicting the pattern of emotional responding, shapes newcomers' perceptions of supervisor support and experience of organizational commitment. Using latent growth modeling and data collected at four points in time from newcomers (N = 158), we found the initial level of perceived supervisor support to mediate a negative relationship between negative affectivity and the level of commitment. Moreover, although newcomers experienced a general decrease in perceived supervisor support and a related decrease in commitment, those with high positive affectivity experienced a weaker decrease in perceived supervisor support, which led to a weaker decrease in commitment. Incidentally, positive affectivity was also positively related to the initial level of commitment. Two post hoc studies indicated that positive and negative affectivity exerted their effects controlling for state affect and replicated the relationship between change in perceived support and commitment. We discuss how these findings inform our understanding of trait affectivity's influence on newcomers' work attitudes.
... Las expectativas a lo largo de la historia en la organización van siendo confrontadas con aquellas que incorporó desde que comenzó a formar parte de ella. Algunos estudios inclusive han profundizado sobre la importancia de la gestión de las expectativas como elemento clave para la retención de personas, desarrollando programas específicos para ello (Papovich & Wanous, 1982;Wanous & Reichers, 2000). ...
... Como se aprecia algunos de los estudios explican el egreso centrándose en el proceso que lleva a que el trabajador tome la decisión de abandonar la organización (March & Simon, 1958;Rodríguez, 2004;Zimmerman & Frank, 2006). Otros se han focalizado en diversas variables de manera individual que impactan en la decisión de egreso, como por ejemplo el salario (Martínez, 1997) y las expectativas previas al ingreso en la organización (Wanous & Reichers, 2000). Se puede pensar que estas diferentes variables que han mostrado una relación con el egreso no se dan de forma aislada, sino que pueden actuar de forma conjunta de manera sinérgica a través de un proceso a lo largo del tiempo. ...
Article
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This paper discusses the relationship between hardiness personality and workers’ voluntary resignation from call center jobs. The aim is to understand the decision to leave through a subject’s personality. The hardiness personality questionnaire developed by Moreno, Garrosa and Gonzalez (2000) was administered to a sample of 81 telemarketers. A higher probability of voluntary resignation was found in those with low hardiness personality as well as in those with higher levels of education. The greater permanence of workers with a high level of hardiness personality shows that there are individual traits that facilitate the way in which the worker deals with the demands and the perception of the work setting, which influences the voluntary resignation decision in this type of organizations.
... efficient movement between existing social relationships and building his own. This process is interchangeably called adaptation (Król, Ludwiczyński, 2008), orienting/ orientation (Klein, Heuser, 2008;Smith, 1984;Wanous, Reichers, 2000), induction (Van den ...
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Purpose: The aim of this article is to indicate to what extent an organization hiring new employees is able to prepare an individualized, inclusive onboarding process for a diverse workforce; to what extent is it necessary, and to what extent is it possible, so that each new employee efficiently find themselves in the new workplace, but also has the feeling that the organization wants to use their potential and talents. Design/methodology/approach: The objectives are achieved by the analysis of existing scientific literature and research. The theoretical scope is to discuss the possibilities of introducing organizational culture efficiently during the process of onboarding and still make the process inclusive. Findings: It was found that to make the newcomer become truly included in the organization and connected to its social life it is necessary for the organization to pay attention to all four phases and prepare practical solutions to: compliance, clarity, culture and then connection. Practical implications: The implications for business comprise two ideas how to prepare inclusive onboarding in the organisations. Originality/value: The paper is addressed to HR specialists (practitioners) and also to researchers to check in practice the proposed approach.
... efficient movement between existing social relationships and building his own. This process is interchangeably called adaptation (Król, Ludwiczyński, 2008), orienting/ orientation (Klein, Heuser, 2008;Smith, 1984;Wanous, Reichers, 2000), induction (Van den ...
... The ultimate goal is to improve the competence and quality of personnel in different positions of the enterprise, so as to promote the development of the enterprise itself and achieve the improvement of efficiency. Wanous and Reichers (2000) believes that the training and management of electric power enterprises mainly consists of three parts, namely the operational level, the resource level and the institutional level. ...
Article
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As an important link of human resource management, training is the main means of preserving and increasing the value of human resources. In particular, new employee training is the basis and premise for new employees to carry out their work, which can effectively improve the competence of new employees in actual work, thereby promoting the improvement of enterprise economic efficiency, and has been valued by more and more enterprises.Dalian New Oriental Training School Co., Ltd is a branch of New Oriental Education Technology Group and is currently the largest education and training enterprise in Dalian market. Since its establishment, the company has been in a state of rapid development, and a large number of new employees will be recruited and trained every year. However, due to the immature training system of new employees and imperfect training guidance, the turnover rate of new employees is high, and the training costs paid by enterprises cannot be effectively converted into economic benefits. According to the main links of the training management model, this paper collects and organizes Dalian new oriental training school co., Ltd using the document method, questionnaire survey method and in-depth interview method Relevant information in the management of new employee training, and analyzed the problems in the management of existing training. According to the existing problems, combined with the main theoretical models such as training transfer theory, training demand analysis model, and Kirkoff training evaluation model, targeted optimization measures are proposed to improve the main links in training management and improve the training management performance of new employees. Dalian new oriental training school co., Ltd needs to do a good job in the process of “training needs analysis, training design, training implementation, training effect evaluation” and other processes to optimize the existing training management, and also needs to ensure the existing optimization measures from the institutional level, personnel level and resource level. Through Dalian new oriental training school co., Ltd The research on new employee training mainly has the following conclusions of training management: First, new employee training should serve the organizational strategy, and take the organizational strategy and customer needs as the direction of new employee training; In addition, a reasonable training system and process should be built in training management. Second, the training needs analysis should fully consider the needs of new employees and enhance the sense of belonging of new employees. Third, in the early stage of training, it is necessary to enhance the organizational loyalty and commitment of new employees, help new employees establish values that are highly compatible with the organizational culture, and reduce the turnover rate of new employees. Fourth, before training, it is necessary to create the necessary environment to make new employees feel valued; In addition, the focus of new employee training supervision is on training attitudes. Fifth, Dalian new oriental training school co., Ltd new employee training effect evaluation, should be based on constructive evaluation, supplemented by summary evaluation, continuous tracking of behavior layer and result evaluation, use evaluation to improve existing training.
... New bus operators may experience a multitude of additional work stressors and stress responses, such as anxiety about learning and performance, meeting and getting along with new people, and ambiguity about their new role and expectations. 9,21 As noted previously, the schedules available to new operators (early mornings, evenings, weekends, split shifts) are likely to generate additional stressors, including work-family conflict and challenges for maintaining healthy eating and exercise habits. Choi et al 22 proposed a socioecological framework for research on work and obesity among bus operators that focused on an overall imbalance between work demands/stressors and typical occupational resources available to bus operators. ...
Article
Objective: To test the feasibility and efficacy of an enhanced onboarding intervention to prevent weight gain and support the early job success of new bus operators. Methods: Control participants (n = 9) completed usual practice new employee training and onboarding. Intervention participants (n = 14) completed five supplemental trainings and four online challenges during their first year. Primary outcomes were body weight, dietary behaviors, physical activity, and sleep duration/quality. Early job success was measured with job-related socialization adjustment factors. Results: The difference between intervention and control participants in body weight change at 12 months tenure was -6.71 lb (Cohen's d = -1.35). Differences in health behavior changes were mixed, but socialization adjustment changes favored the intervention group. Conclusions: Results support the feasibility of enhanced onboarding for bus operators to prevent worsening health while simultaneously advancing their success as new employees.
... Louis et al. (1983) reported that 64% of organizations provided new employee orientation programs, a figure reported to be 70% by Zenke (1982). Some studies have discussed the content and instructional design of such programs (e.g., Acevedo and Yancey 2011;Wanous and Reichers 2000). Despite this long history of research, little of it has been conducted on new employee development with a focus on newly hired graduates and their first experiences of the workplace after entering the workforce. ...
Article
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The aim of this research was to create a developmental model for new graduate employees according to improvements in their performance. The model’s scope covered the period when employees take part in apprenticeship training after graduation from college or university. The process of developing and validating the model referred to the International Board of Standards for Training, Performance, and Instruction’s competency development model as a framework and involved six steps. This research analyzed 111 freshly graduated recruits who had recently been hired by a leading travel company in Japan. The final model includes five apprenticeship levels, namely beginning, elementary, intermediate, advanced, and end of apprenticeship, with criteria for performance in planning and implementation. To validate the model, three transitions in the developmental levels over six months in 2017 and nine months in 2020 were examined using the model’s performance criteria. The results show that the transitions for the three companies reflect the characteristics of their new graduate employees. This indicates that the proposed model may be valid for determining the development levels of new graduate recruits and can have a certain level of discriminative power. This model can serve as a helpful tool for planning on-the-job and off-the-job training to support new employee development, comprehending their current development levels, and providing a guideline for the next step for further development.
... Orientation programs can be identified from socialization, training opportunities and practical job analysis (John, 2000). Therefore, employee orientation exhibits how socialization reinforces the workers' behavior and performance. ...
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Purpose The purpose of this study is to examine how employee development factors directly influence succession planning and indirectly improve employee performance using the tenets of human capital theory. Moreover, whether succession planning enhances employee performance or not? Design/methodology/approach Using the time-lag method, this study collected data from bank employees and tested the proposed model and hypotheses in Mplus. Findings The results from 239 participants highlight that succession planning improves bank employee performance. Employee orientation and training and development are positively linked to succession planning and employee performance. Succession planning mediates the association between employee development factors and employee performance. Practical implications The research assists bank management to promote a learning culture for developing their human resources to realize their organizational goals. The findings exhibit that succession planning generates a pool of skilled and talented employees, which creates a competitive edge for banks having skilled employees and reduces recruitment costs. Banks to save human recruitment costs. Moreover, bank managers can solve the issue of sudden vacant positions and provide excellent customer service. Originality/value Retaining talented individuals has remained a challenging task for organizations in the current business environment. The research contributes to theoretically and empirically exploring the association between employee development factors (training and development and employee orientation) and employee performance via succession planning to retain talented employees in the organization.
... Thus, it is important to critically evaluate teacher induction, so that the value can be determined in order for decisions to be made that will be useful for managers (Ingersoll & Strong, 2011). For instance, Wanous and Reichers (2000) suggested that induction should take place within a month of appointment. ...
Chapter
Heads of Department (HODs) have an important role to play in ensuring quality curriculum management. Becoming a HOD, however, requires that teachers develop a different set of skills and abilities to effectively manage the multiple aspects of curriculum management. The aim of the research was to examine the challenges that HODs face in driving quality curriculum management, and then to consider the strategies that could be developed to improve curriculum management in a secondary school in Durban, South Africa. The qualitative research approach was followed, using semi-structured interviews to collect data. Data were analysed using thematic analysis. Key findings indicated various challenges such as a lack of subject knowledge, absenteeism of teachers, a lack of resources, and cases where teachers were not specialising in a subject that they were tasked with monitoring. It is recommended that the Department of Education ensures that HODs participate in induction.
... Onboarding process is said to enhance that stress levels of employees are exposed to too much of information in a short period of time (Walters, 2000;Wanous, 2000;Snell, 2006). Extant research found that employees are loaded with too much of information and tasks initially and fail to prepare new employees by providing less information during onboarding process. ...
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The purpose of the study is to examine the influence of onboarding on employee creativity and test if psychological empowerment moderates the relationship between onboarding and perceived employee creativity of knowledge workers. Data required for the survey was collected from 550 knowledge workers of three firms in service sector in India. The model was analysed using ANOVA, Chi-square test and regression analysis and was used to establish the conditional indirect effects of the moderator. Descriptive analysis was used to calculate mean, standard deviation and correlation coefficient. The results of the study supported the impact of onboarding levels on employee creativity. This study proved higher level of creativity for employees who experienced four levels of onboarding. The results indicated onboarding to strongly influence employee creativity. Onboarding also proved to moderate the effect of psychological empowerment on employee creativity. The crucial theoretical implication is to study the effect of onboarding on new employee perception, production and productivity. The study aims to provide insights to improve new employee creativity on successful onboarding and role of psychological empowerment on it. Much scope of future research on onboarding exists as research in this direction is on surge in the recent days.
... Потрібно враховувати, що приєднання до нового робочого місця пов'язане зі значним стресом та числен ними переживаннями для новоприбулого, ці фактори можуть заважати йому стати продуктивним. Програми орієнтації повинні включати методи, орієнтовані на зменшення стресу та охоплювати такі сфери: 1) умови працевлаштування, 2) охорона здоров'я, безпека, пра вові питання та 3) історія, культура та цінності органі зації [14]. ...
... Because hazing is a demand placed on newcomers, it merits consideration as a workplace stressor. Newcomers experience high stress levels during their transition into a workgroup (Nelson, 1987), and effective newcomer transitions involve the appropriate management of this stress (Wanous & Reichers, 2000). As an initial guide, we use the challenge-hindrance stressor framework (LePine, Podsakoff, & LePine, 2005), which posits that external demands placed on employees can be perceived as challenges or hindrance stressors, to consider the effects of workplace hazing. ...
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The purpose of this paper is to establish a foundation for studying and managing new employee hazing in workgroups. Available empirical evidence indicates 25–75% of American employees encounter workplace hazing, but very little empirical research exists on this phenomenon. Workers are changing jobs more frequently than ever, which increases the cumulative impact and importance of new employee experiences, including hazing, a complex group-based phenomenon. Because hazing is a relatively universal social practice without a strongly established literature in the organizational sciences, we draw from multiple disciplines in reviewing and modeling the practice. The current research offers three major contributions: (a) a relatively exhaustive review of relevant empirical and theoretical work on hazing, (b) an initial, testable model for understanding workplace hazing as a multi-level phenomenon, including individual and group-level antecedents and outcomes, and (c) an outline of the need and support for considering both the dysfunctional and functional consequences of hazing, given the variety of forms it takes and reactions it evokes. Finally, we present actionable guidance for researchers seeking to study workplace hazing and discuss the organizational implications of our work for practitioners.
... Employee orientation is a vital function in banking, helping a new banker adjust to the job and job culture through an intensive and well-designed program. It allows a new employee to learn quickly, remediate initial anxieties, and cope with a new work environment (Wanous & Reichers, 2000). Effective EOP increases commitment towards organization and ensures job satisfaction (Kristof-Brown, Zimmerman & Johnson, 2005;Ballard & Blessing, 2006). ...
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Purpose – Employee Orientation is one of the most imperious functions of human resource management. Therefore, it is essential to determine the functional effectiveness, which is rarely addressed in the existing literature. Therefore, this paper had endeavored to replete the research gap by measuring the functional effectiveness of the Employee Orientation Program (EOP) of private banks of Bangladesh. Aim – This study's key objective is to measure the effectiveness of different functional issues of EOP conducted for the new bankers of Bangladeshi private commercial banks. Methodology – Hypothesis testing was used to measure the effectiveness of the functional issues of EOP. Thirty hypotheses developed from the functional issues of EOP were analyzed using one-sample "T-test." A questionnaire survey was conducted among 125 young bankers randomly selected from 20 local private commercial banks located in Chattogram Division. Findings – Eighteen null hypotheses out of thirty were found rejected. The study discovered that sample banks were found efficient in ensuring most of the functional issues of the learning environment aspect of EOP. However, they were partially efficient in attaining the event management aspects. Limitation of the Study – The discovery of the real facts of EOP may be hindered as the survey was conducted during the COVID-19 pandemic. Practical implication – The banks' top management was suggested to be more sincere in some issues like workstation arrangement, providing induction booklets, training on customs &etiquettes, and organizing a reception party for the inductees. Hence, the feeling of team-spirit should be generated among the new hires through teambuilding exercises during EOP. Originality/value – This paper is the first of a kind in the banking sector of Bangladesh. The outcome of this research may contribute to enrich the body of knowledge of human resource management.
... Employee orientation focuses on sharing essential information about the organization's general objectives, structure, culture and processes as well as the specificities of individual jobs (Wanous and Reichers, 2000). Effective employee orientation will therefore help employees understand both specific requirements concerning their job role, as well as general requirements regarding acceptable or inacceptable role behaviors. ...
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Combining role theory with theories on hindrance stressors and intragroup conflict, we develop a model of the attitudinal and behavioral consequences of new employee orientation in hospitality organizations. We test hypotheses about main and mediated effects in this model, using data from a sample of 156 recently hired hospitality interns and applying a longitudinal approach, with data collection shortly after organizational entry and several months later. Results suggest that employee orientation is negatively related to two hindrance stressors: role ambiguity and role conflict. Role ambiguity predicts a range of attitudinal outcomes and the relationship is partially mediated by relationship conflict. In addition, role ambiguity is negatively related to task performance. Role conflict predicts hospitality employees’ job attitudes and this relationship is fully mediated by relationship conflict. We discuss important theoretical and practical implications of these findings for human resource management in hospitality firms.
... A well-packaged induction programme involves effective use of proper planning. This plan prepares the new staff in coping with stress and other contingencies like fear of the unknown, inferiority complex, anxiety which are likely to set in during one of the most stressful times in their organizational life (Wanous & Reichers, 2000). Therefore, to reduce these problems, the induction program should be made in a way that will make the new staff feel more comfortable and proactive in the organization. ...
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This study analyzed the impact of foreign direct investment on economic growth in Nigeria and Ghana within the period 2008-2016. Specifically, the study examined the connection between foreign direct investment and economic growth; assessed the impact of foreign direct investment on economic growth and determined the difference between FDI and economic growth in Nigeria and Ghana. The ex-post facto research design was used; secondary data was collated from the World Bank reports and publications of the Central Bank of Nigeria. Gross Domestic Product represented the dependent variable in the study's model while FDI_ INFLOW, FDI_ OUTFLOW, and trade openness (TO) were proxies representing FDI. Ordinary Lease Square Regressions was employed in analyzing data collated in the study. Discoveries from the study revealed that foreign direct investment through FDI INFLOW , FDI OUTFLOW, and trade openness has a significant impact on economic growth; the study also discovered that the economy of Ghana has much more foreign direct investment outflow than Nigeria with specific coefficient of 29.82688 and and 10.16253 million USD for Ghana and Nigeria respectively; Nigeria's economy appeared to possess a higher foreign direct investment inflow than Ghana with its returns being 65.73868 million USD and that of Ghana 3.745628 million USD; lastly, results also showed that Nigeria outshined Ghana in the return of its trade openness. Premise on these findings, the study advocates that the government of Nigeria should make noted to quoted firms in the country, the need to engage in portfolio investments abroad and also maintain its output level in Nigeria; government of Ghana should engage and empower its citizens in making good use of its natural resources and government of Nigeria and Ghana should make standard its environment making available basic infrastructural facilities
... It is also seen as an important means of bringing together new employees and existing employees, especially when the organization is to undergo a strategic change. [9] Wanous and Reichers, (2001) designed a framework called ROPES," an acronym for Realistic Orientation Programs for new Employee Stress. He used different methods such as stress coping methods, attitude change methods, RJP methods .He also emphasized on the need to reorient orientation programs by using experimental designs and conducting it in field setting . ...
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ABSTRACT : Induction or new employee orientation forms the basic foundation upon which further positive employee relationship is built. With the changing demographic and psychographic profile of employees especially in the knowledge industry, obtaining and maintaining employee commitment is an arduous task. This study purports to reiterate the positive effects of induction on employee morale .It also aims to explore and understand the extent of its impact on the three dimensions of commitment-affective ,normative, continuance. Keywords: commitment, induction effectiveness, IT, new employee orientation, retention.
... Use of the term "onboarding" is relatively recent, emerging particularly in the HR and management literature from the early 2000s (Bauer, 2010;Bradt & Vonnegut, 2009;Caldwell & Peters, 2018;Gupta et al., 2018;Klein, Polin, & Leigh Sutton, 2015;Meyer & Bartels, 2017;Snell, 2006), however the task of onboarding is not a new phenomenon. Onboarding is referred to in earlier literature as orientation or orienting (Klein & Heuser, 2008;Mestre, Stainer, & Stainer, 1997;Smith, 1984;Wanous & Reichers, 2000) or to a lesser extent, induction (Van den Broek, 1997), and use of these terms as alternatives continues to date (for example, see Daskalaki, 2012). Organizational assimilation has also been used (Myers & Oetzel, 2003), although far less frequently that onboarding or orientation. ...
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Onboarding provides an opportunity to realize a return on investment from hiring processes, and to ensure that new employees meet their full potential. Therefore, designing and managing effective onboarding is an important human resource management function. Discussion of onboarding emerged from the psychology literature and has focused heavily on socialization. In this paper, we offer a new framework of onboarding from a learning theory perspective. This framework contributes to the onboarding literature by identifying two additional and critical considerations. First, we demonstrate that learning theory provides a new lens through which to view onboarding, and we examine how the specific concept of unlearning could be applied in this context. In addition, we argue that it is critical to recognize the unique learning needs of specific talent segments to design appropriate onboarding. We conclude with key considerations for future research to enhance the onboarding experience for newcomers and optimize organizational outcomes.
... Still, orientation programs offer opportunities for HR professionals to consider the introduction of LD as a viable development approach. Unfortunately, orientation programs have rarely been the subject of scholarly considerations (Wanous & Reichers, 2000). ...
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Regardless of industry, organization leaders recognize the need for a strong leadership pipeline and a culture of sustained leader development, and the U.S. Army is no exception. Beginning in basic training, Army leaders offer soldiers leader development training through various methods, including defining leadership expectations, providing experience-based developmental exercises, and offering self-development opportunities. The early introduction is part of a continuous leader development regimen engrained in military service, and—as a result—military veterans are often credited by employers for their leadership skills. This paper, through exploring Army leader development, proposes a framework for introducing leadership development during new employee orientations based on U.S. Army strategies. Though the proposed framework offers three leader development strategies for inclusion in new employee orientation, barriers exist which may impede successful application, and are discussed. Additionally, the authors identify three propositions and propose future research opportunities for integrating Army leader development in new employee orientations.
... Los resultados muestran que los efectos son eminentemente utilitaristas en función de resultados empresariales (Hendricks y Louw-Potgieter, 2012). Puede afirmarse que la forma tradicional y más frecuente en que se concibe y realiza la socialización de personal en las empresas responde a modelos inadecuados desde la perspectiva del ser humano, al ser éste reducido a lo instrumental, pues los nuevos empleados requieren mucho más que información acerca de las condiciones de trabajo y otros factores relacionados en función de adaptarse (Wanous y Reichers, 2000). ...
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The aim is to understand the sense and meaning of organizational socialization, through a case study in nine big enterprises located in two Colombian cities. An in-depth interview was conducted with human resources managers, and a survey was carried out in 46 newly-workers of this companies. The results show a unidirectional socialization in which the experiences of the newly-workers and with a greater orientation towards the organizational interests are lost than before the individuals.
... A well packaged induction programme involves effective use of proper planning. This plan prepares the new staff in coping with stress and other contingencies like fear of the unknown, inferiority complex, anxiety which are likely to set in during one of the most stressful times in their organisational life (Wanous & Reichers, 2000). Therefore, to reduce these problems, induction programmes should be made in a way that will make the new staff feel more comfortable and pro active in the organization (Dodds & Verest, 2002;Ragsdale & Mueller, 2005). ...
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Organizations continuously find themselves assessing what resources or tools that can be used to educate their employees. This may be due to the fact that organizations do not have clear ethics which can be communicated to employees. Therefore, this study examined how knowledgeable staffs are about the meaning and benefits of induction. It examined the main attitudes of workers towards induction/orientation to work and how induction programmes motivate staff to be committed to the organizational effectiveness. Descriptive research method was adopted for this study using two hundred and seventy one (271) valid questionnaires which were completed by academic and non-academic staff of Olabisi Onabanjo University, Ago Iwoye, Ogun State Nigeria. The data collected were carefully analyzed using descriptive statistics to represent the raw data in a meaningful manner. The findings revealed that induction significantly influences staff attitude and behaviour towards organizational effectiveness. This means that well packaged induction programme will positively influence staff attitude. It was recommended that induction programmes should be reviewed and improved upon from time to time to earn employees loyalty and positive attitudes towards work
... This is specifically the case for flight attending candidates who generally see this position as a luxurious and attractive position and are not clearly familiar with its highly demanding nature. Accordingly, we believe that, orientation programs may act as a strategic managerial tool for airline managers to introduce health and safety issues, organization's terms and conditions as well as the organization itself (Wanous and Reichers, 2001). This would result in lower unrealistic expectations associated with psychological entitlement and attenuated negative emotions at work. ...
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Purpose This study aims to report on the impact of psychological entitlement and egoistic deprivation on interpersonal and organizational deviant behavior among cabin crews. As a neglected theory in organizational research, attribution theory is used to link psychological entitlement to interpersonal and organizational deviant behavior through the mediating effect of egoistic deprivation. Design/methodology/approach A questionnaire survey was conducted in governmental and public airline companies in Iran. The survey yielded 294 effective questionnaires. Study relationships were gauged using structural equation modeling. Findings According to the results, psychological entitlement boosts cabin crews’ egoistic deprivation and interpersonal and organizational deviant behavior. Consistent with hypothesized proposition, cabin crews’ egoistic deprivation fosters interpersonal deviant behavior. Particularly, it appears that egoistic deprivation among cabin crews partially mediates the effect of psychological entitlement on interpersonal deviant behavior. Contrary to the authors’ prediction, egoistic deprivation does not act as the mediator in the relationship between psychological entitlement and organizational deviant behavior. Originality/value This study sheds light on relatively limited psychological entitlement literature by extending attribution theory to cabin crews’ deprivation and workplace deviant behavior.
... Most organizations orientate organizational newcomers; however, socialization goes beyond orientation (Wanous & Reichers, 2000). Past research has extensively documented the benefits of co-op programs and work experience prior to the school-towork transition. ...
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Organizational socialization is the process through which newcomers learn the requisite social and task knowledge in order to resolve role uncertainty and become organizational insiders. Successful socialization of newcomers implies better retention of employees, higher productivity, and reduced recruitment and training costs. Many organizational newcomers undergo professional socialization through education and related work experience during their schooling. These newcomers may respond differently to an organization's efforts to socialize them when compared with newcomers without any related professional education or work experience. The importance of prior work experience and professional education for organizational socialization of newcomers, however, has received attention only recently. The aim of the research reported in this paper is to investigate the moderating effects of prior related work experience and professional education on the relationship between organizational socialization tactics and newcomer's adjustment. The study was conducted with a sample of new graduates from an Asian university. Findings show that prior related work experience and professional education moderate the effects of socialization tactics on newcomer's role clarity, role conflict and organizational commitment. The moderators have effects on different outcomes and in opposite directions. The paper discusses theoretical and practical implications of these findings.
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With the recent growth of the study of price fairness perception and Revenue management in tourism, there are some concerns about how the research should be focused on and how it is relevant for the growth and development of tourism. This article aims to build an overview of the field with emphasis on the research developed in Revenue Management and Price Fairness Perception. The paper is opinion-based by the author, with a descriptive analysis of the recent research, which offers some conclusions for the upcoming research in the field.
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Recruitment is an integral activity of any organization, Screening of candidates is one of the crucial step in recruitment process. The screening process decides whether the candidate qualifies or not. Candidates resume plays a vital role on this process. Providing a secure, challenging and right work environment should be the apex priority for the consultancies. The study focuses on screening process in consulting firm JoulestoWatts by determining the actual candidate screening procedure. The main objective of the research is to identify the effectiveness of screening process in recruitment consulting firms, in here working onto the company JoulestoWatts Business Solutions Private Limited, and provide suggestions to the firm's improvement and future jobseekers to make them fit for the selection. Descriptive research was undertaken in order to attain the objective. A formal questionnaire was designed to obtain the information from the respondents. The questionnaire was distributed to 150 employees working in JoulestoWatts Business Solutions Private Limited, directly and through mail, the sampling technique used to collect the data is convenience sampling and systematic random sampling. The data collected was analyzed by using statistical tools Chi-square test and weighted average method.
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Decades of research conducted using field experiments and quasi-experiments have enabled us to accumulate causal evidence on the effectiveness of onboarding and socialization programs (SPs) across various contexts including employment, higher education, and military services. However, the literature is devoid of an integrated conceptual framework and a quantitative review evaluating the effect of such SPs on reducing newcomer turnover and its boundary conditions. In this study, we draw from a configurational approach to categorize strategic components of SPs, propose bundles of these components based on extant theories in the socialization literature, and examine the moderating effects of these bundles on the retention benefits of SPs. Combining 168 effect sizes from 83 field experiments, our meta-analysis reveals a significant overall effect size of OR = 1.46, suggesting that, on average, the odds of retention are 1.46 times higher for newcomers participating in a SP compared to newcomers in the control group. Our results also indicate that SPs’ beneficial effects on newcomer retention are greater when they include the components of identifying effective task behaviors, encouraging proactivity, and facilitating social integration, a bundle aimed at satisfying key psychological needs identified by self-determination theory. We further demonstrate that the retention benefits associated with SP participation increase when the SPs are delivered in-person and in a staggered mode but remain intact across different sample types and study design features. We conclude by discussing how our study expands and develops theoretical understanding within the socialization literature and offers practical implications for managing newcomer retention that go beyond our current knowledge.
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Organizations learn on a daily basis. Most of the learning happens through organizational routines which adds to organization’s knowledge base. Induction programme is a routine activity undertaken in the companies to transmit relevant information to the newly hired employees. The extant literature lacks the understanding of making induction programme a facilitator to organizational learning and knowledge creation. Keeping this in mind, we develop a framework to present a mechanism of induction programme facilitating organizational learning and knowledge creation through Socialization and psychological safety. Further examination of this framework would integrate the overarching literature of organizational learning and knowledge management.
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The present study investigated the effects of a coping-focused orientation program called “Realistic Orientation Program for Entry Stress” (ROPES; Wanous & Reichers, 2000) in reducing newcomers’ experience of psychological contract breach. Based on previous socialization research, we identified two unique routes through which the ROPES program may exert its influence on the perception of psychological contract breach: (a) reducing newcomer work stress and (b) boosting perceived organizational support (POS). Further, drawing on the interactionist perspective of socialization, we posited that newcomers’ adjustment self-efficacy should strengthen the treatment–newcomer work stress link, and that newcomers’ sense of abundance should accentuate the treatment – POS link. Seventy-three newly hired nurses from a large hospital in a northern city in China were randomly assigned to either a ROPES condition (n = 36) or a control condition (n = 37). Follow-up surveys occurred at 6- and 12-months post-entry. The results indicated that: (a) POS (but not newcomer work stress) at Month 6 mediated the treatment effect on psychological contract breach at Month 12; (b) the treatment – POS link was stronger for newcomers with high (vs. low) sense of abundance; and (c) the treatment – perceived work stress link was non-significant for newcomers with high adjustment self-efficacy but positive and significant for newcomers with low adjustment self-efficacy. Theoretical and practical implications were discussed.
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This chapter discussed the organizational influences on compliance behaviors and specifically focuses on how legal norms are activated by or how they compete with other norms in an organization. Three forms of organizational norms, including managerial, injunctive, and descriptive norms, are identified, and the interaction between them and legal norms are analyzed in the process of organizational socialization and management.
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This study examines the impact of the University of Vermont Club Sports’ recently implemented new participant orientation. Using program evaluation theory and a survey instrument, this study measured the efficacy of the new program. A survey was designed and sent to all 312 participants with a response rate of 23%. Descriptive statistics from the instrument indicate strong efficacy for participants who completed the program with all outcome measures reporting moderate to considerable growth. T-tests and ANOVAs, in most instances, indicate similar efficacy of outcomes among different groups of respondents. However, statistically significant differences exist based on individual or team gender on three specific outcome measures. Results of this study suggest value in the implementation of the club sports new participant orientation while identifying groups where additional attention may be needed through adjustments to the curriculum or additional outreach strategies.
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Oryantasyon eğitimi işe yeni başlayan çalışanlara verilen eğitim olarak bilinmektedir. Hem özel sektörde hem de kamu sektöründe uygulanan oryantasyon eğitimi ile çalışanların işletmeye ve işe daha kolay uyum sağlaması amaçlanmaktadır. Literatürdeki çalışmalar oryantasyon eğitiminin amaçları, süreçleri ve yarattığı olumlu sonuçlara daha çok özel sektör odağında yaklaşmaktadır. Bu çalışmada ise belediyelere odaklanılmış, belediyelerdeki oryantasyon eğitiminin uygulanışının ve gelişiminin değerlendirilmesi amaçlanmıştır. Çalışmanın amacı doğrultusunda; Bursa ilindeki dört farklı belediyenin oryantasyon eğitimine ilişkin süreç ve uygulamalar incelenmiştir. Yarı yapılandırılmış görüşme yöntemiyle ilgili belediyelerdeki yetkili kişilerden bilgi toplanmış ve araştırma sonucunda belediyelerdeki oryantasyon eğitimlerine ilişkin süreçler ve uygulamalar kıyaslanarak değerlendirilmiştir.
Chapter
Strukturen führen. Gemeint sind Strukturen, die als verbindliche Regeln von Personalabteilungen entwickelt und umgesetzt werden. Diese Strukturen sind insofern führungsrelevant, als dass sie Handlungsvermögen, -bereitschaften und -potenziale gestalten und fördern. Angesprochen sind die Bereitstellung, die Qualifizierung, der Einsatz sowie die Vergütung von Mitarbeitern. Deren Hintergrund und Intention werden diskutiert und dabei weniger auf operative Details eingegangen. So führt bei der Entscheidung über Personalauswahlverfahren das statistische Maß der prognostischen Validität weiter als reine Ablaufbeschreibungen. Für die Personalentwicklung sind Lerntheorien unerlässlich. Erst deren Anwendung mündet in wirkungsvolle Schulungsmaßnahmen. Bei Vergütungsfragen liefern vor allem Ausführungen zu deren horizontaler und vertikaler Differenzierung Antworten für die in allen Unternehmen präsenten Fragen.
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Purpose The purpose of this study is to identify how young South Korean self-initiated expatriates (SIEs) have adjusted to their work and to verify the role of workplace learning activities as work adjustment processes in the relationship between work adjustment resources and outcomes. Design/methodology/approach The study adopted a mixed-method approach, beginning with a qualitative study, followed by a quantitative study. Findings The main findings of the qualitative study indicated two types of SIE personal characteristics (ability to embrace cultural differences and entrepreneurship), their participation in training programs and that a supportive work environment which facilitates their work adjustment. Workplace learning, which led to role clarification within their organizations, is also critical for adjustment. Based on these findings, the quantitative research study examined the effects of personal and contextual factors on workplace learning and adjustment ( n = 120). The quantitative part of the study found cultural intelligence (CQ), entrepreneurship, training programs and supportive environments were positively related to sociocultural adjustment through the work adjustment process. Research limitations/implications As work adjustment is an important predictor of increased sociocultural adjustment among SIEs, organizations should build learning-supportive climates to promote workplace learning and seek people with appropriate characteristics for expatriation. Further studies should expand participant sample sizes to represent a wider population of SIEs. Originality/value Extant literature on SIEs mainly explored their performance and management. This study explores their adjustment processes through the perspective of workplace learning.
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Sustainable human resource management (HRM) is heralded as the successor to strategic HRM by providing a more holistic view of people management that balances the goals of the present without jeopardising the needs of the future. Shifting focus from immediate, short-term gains to future, long-term gains benefits employees, the organisation and society resulting in a state that is sustainable. To achieve this state, it has never been more critical that the employee–employer relationship is established and nurtured. An important aspect of this relationship is the concept of the psychological contract. HRM policies and practices developed for sustainability must also consider their impact on psychological contracts within their HR capital. To conceptualise the interaction between sustainable HRM and psychological contract, a theoretical framework is proposed, based on the Ehnert (2009) model and expanded to include the concept of psychological contract which may be used to guide future research in this field.
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Onboarding provides an opportunity to realize a return on investment from hiring processes, and to ensure that new employees meet their full potential. Therefore, designing and managing effective onboarding is an important human resource management function. Discussion of onboarding emerged from the psychology literature and has focused heavily on socialization. In this paper, we offer a new framework of onboarding from a learning theory perspective. This framework contributes to the onboarding literature by identifying two additional and critical considerations. First, we demonstrate that learning theory provides a new lens through which to view onboarding, and we examine how the specific concept of unlearning could be applied in this context. In addition, we argue that it is critical to recognize the unique learning needs of specific talent segments to design appropriate onboarding. We conclude with key considerations for future research to enhance the onboarding experience for newcomers and optimize organizational outcomes.
Chapter
The value and importance of work‐based learning has never been clearer, nor the challenges faced greater. This chapter explores working‐learning relationships throughout a medical career. Drawing on contemporary learning theory and research, it considers the ways in which the workplace offers a curriculum for learning and development. The chapter looks at the ways in which conceptions of work‐based learning can shape medical practice and how a critical engagement with theoretical perspectives on learning can illuminate ways in which we can best support work‐based learning in medicine. Medical education is the chosen exemplar but there are parallels in the education of all health care professionals. Traditional approaches to curriculum design and implications of work‐based learning for the clinical teacher are also discussed. The changes were fundamental, moving away from (costly) time‐served models of apprenticeship to more closely regulated time‐measured, outcomes‐based, competency‐assessed training.
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Recruitment and Selection is a foundation of Human Resource Management (HRM) practices and its integration to business is critical to achieve organisational strategic goals. Better recruitment and selection strategies result in improved organizational outcomes. The basic objective of this research is to explore the recruitment and selection procedures of NGOs based on BRAC; with analyzing these some recommendations are made to improve recruitment and selection practices. Here both primary and secondary sources are used for data collection and a structured questionnaire/ check lists was used to keep the research. The findings suggest that the largest NGOs emphasize professionalism and career orientations and implement long-term, forward looking approaches in their selection, recruitment, and remuneration. The small and mid-size NGOs, however, do not possess HR/ personnel management practices of their own; rather they follow and imitate larger members. The implications for HRM practitioners and scope for further research are discussed here. JEL Classification Code: M500
Article
Purpose Although work engagement has become an important topic in management, relatively little attention has been given to newcomers’ work engagement in the socialization literature. The purpose of this paper is to explain how newcomers’ work engagement can fluctuate during the first year of organizational entry and the role of organizational socialization in developing and maintaining high levels of newcomers’ work engagement. Design/methodology/approach A review of the socialization literature indicates that uncertainty reduction theory has been the basis of research on socialization tactics and newcomer information-seeking both of which function by providing newcomers with information to reduce uncertainty. Socialization resources theory is used to develop a new pathway to newcomer socialization which focuses on providing newcomers with resources during the first year of organizational entry and socialization. Findings The uncertainty reduction pathway to newcomer socialization is narrow and limited because it primarily focuses on minimizing and reducing the negative effects of job demands rather than on providing newcomers with resources that are necessary to facilitate work engagement and socialization. Practical implications Organizations can use newcomers’ work engagement maintenance curves to map and track fluctuations in newcomers’ work engagement during the first year of organizational entry and they can conduct an audit of socialization resources to determine what resources are required to develop and maintain high levels of newcomers’ work engagement. Originality/value This paper describes newcomer work engagement maintenance curves and explains how socialization resources can be used to develop and maintain high levels of newcomers’ work engagement. A model of a new pathway to newcomer socialization is developed in which socialization resources, personal resources, and job demands influence newcomers’ work engagement and socialization outcomes.
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Purpose The purpose of this paper is to identify the ethical implications of treating new employees with high consideration and respect for their needs and to explain how this expectation honors the psychological contract between employers and their incoming employees. By providing a specific model for improving the onboarding process, this paper also provides helpful information for practitioners in addressing this important task. Design/methodology/approach The process for onboarding and assimilating new employees in the modern organization is often ineffective -- despite the fact that this important task is acknowledged to be vital to the success of those employees and important to their organizations. This conceptual paper addresses the problems of new employee orientation from an ethical and psychological contract perspective and suggests a ten-step model to improve the onboarding process. Findings The paper confirms that onboarding is not done well by organizations, that employees expect that they will be treated with appropriate concern for their interests as part of their assumptions in coming into a new organization, that onboarding new employees is fraught with ethical implications, and that the process can be greatly improved by following the ten-step model provided. Research limitations/implications The paper provides opportunities for practitioners to apply its proposed model and enables scholars to test the impact of incorporating the steps of the ten-step onboarding model. Practical implications Ineffective onboarding has significant ramifications not only for the efficiency of organizations but for the effectiveness of incoming employees. Understanding the implicit ethical issues in the onboarding process enables organizations to improve the employer-employee relationship and honor their responsibilities to incoming employees. Originality/value The topic of onboarding employees has not been fully understood by busy organizations and this paper addresses the ethical and psychological implications of effective onboarding and its contributing value for both the organization and the new employees affected by the onboarding process. The ten-step model provides a useful checklist for Human Resources staff and for the organizational leaders who oversee them.
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Reports of unethical behavior in the corporate, governmental, and academic settings are gaining attention. At least 50-70% of students have engaged in academic misconduct. Some colleges and universities have codes of conduct while others do not. However, the implementation of an effective code can deter academic dishonesty. This article discusses how corporate codes of ethics can be used as models for implementing university honor codes. Effective corporate codes of ethics have certain characteristics, are communicated appropriately, are accompanied by training, and become part of the culture of the organization. These elements and strategies can be applied by universities in order to deter cheating and other unethical behaviors.
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This study investigated the relative effectiveness of realistic job previews (RJPs) and job enrichment as turnover reduction strategies. A thorough literature search located 20 experiments (N = 6,492) dealing with attempts to reduce turnover in field settings. Several meta-analysis techniques were applied to these experimental studies. Results indicate that variation in the outcomes of job enrichment studies can be attributed to sampling error alone, whereas variation in the outcomes of RJP studies cannot. A search for moderators in the latter case revealed moderate support for the notion that task complexity affects RJP outcomes. Furthermore, the meta-analyses indicate that job enrichment interventions are about twice as effective at reducing turnover as RJPs, the former yielding an average phi coefficient of .17 and an approximate effect size (d) of .35. Based on the calculated effect sizes, estimates of savings from turnover reductions are provided.
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Both the newcomer and an important organizational insider, the manager, are predicted to influence the socialization process. Previously, these socialization mechanisms have been discussed or studied in the literature in isolation from one another. Data from 205 newcomers, 364 of their coworkers, and 112 of their managers were used to test the proposed model of newcomer socialization using a longitudinal, 3-wave data collection research design. In general, task-oriented manager behavior predicted task accommodation and relationship-oriented manager behavior predicted relational accommodation. Newcomer proaction, in the form of information seeking, was not a potent predictor of newcomer socialization. Only accommodation variables predicted performance, job satisfaction, and organizational commitment. Thus, it appears that different socialization behaviors tend to serve specialized roles in the socialization process.
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A longitudinal experimental design was used to evaluate the effects of two different realistic job previews on subsequent turnover and to clarify the processes responsible for any such effects. One, enhancement preview, was constructed to enhance overly pessimistic expectations, whereas the other, reduction preview, was designed to reduce overly optimistic expectations. Subjects, 533 male and female trainees in the U.S. Army, were given either preview, both previews combined, or no preview. Pretest, posttest, and follow-up (5 weeks later) perceptual and attitudinal measures were collected, in addition to demographic and turnover data. Results indicated (a) that trainees exposed to the combined previews had significantly (p < .05) lower turnover, (b) that those exposed only to the reduction preview had significantly (p < .05) higher turnover, and (c) that the previews administered in all experimental conditions were more effective in reducing turnover (p < .05) among more intelligent trainees and those initially more committed to the Army. Survey measures collected immediately after the previews showed that the combined previews increased perceptions of trust and honesty, and that the reduction preview reduced anticipated job satisfaction. Measures collected after 5 weeks revealed that trainees exposed to the combined previews (a) saw the Army as more caring, and trustworthy and honest, (b) were more committed to the Army and more satisfied with their jobs, and
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This paper presents a new theory of work role transitions, linking personal and organizational adjustment outcomes with the characteristics of the person, the role, and the organization. The need for theory is argued in a brief overview of the field, and a conceptual framework for analyzing modes of adjustment to transition is presented. The main body of the theory for predicting adjustment modes is set out, and the implications and predictions of the theory for changing patterns of adjustment over work histories and lifetime careers are discussed.
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This study focused on the role played by social support on the job from coworkers and supervisor in facilitating newcomer adjustment and in mitigating the effects of unmet-expectations stress. The literature on social support indicates that it has three kinds of impacts on stress and subsequent outcomes: a main effect on outcomes, a main effect on perceived stress, and a moderating effect on outcomes. The present study investigated the interrelationships of stress, social support, and outcomes at work, using a sample of newly graduated nurses in their first six months on full-time hospital jobs. A longitudinal design employing three waves of data collection was used. Social support was found to have important main effects in reducing the level of unmet-expectations stress and facilitating positive adjustment outcomes among newcomers.
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Outlines a psychological procedure aimed at improving the working relationship between a newly hired executive and the executive's reporting official. The "Executive Fit Rehearsal" (EFR) attempts to systematically engage the executive and reporting official in a dialogue designed to anticipate and overcome problems resulting from individual differences in personality, expectations, work styles, and communication patterns. The procedure supports consensus and mutual understanding. To assess the effectiveness of the procedure, evaluation forms were mailed to participants of 15 consecutive Executive Fit sessions. Ss' reactions to the EFR indicate that the process facilitated adjustment to the work setting and improved communications. Comments from subordinates were more uniformly positive, suggesting that the process may be most helpful for new employees. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Both the newcomer and an important organizational insider, the manager, are predicted to influence the socialization process. Previously, these socialization mechanisms have been discussed or studied in the literature in isolation from one another. Data from 205 newcomers, 364 of their coworkers, and 112 of their managers were used to test the proposed model of newcomer socialization using a longitudinal, 3-wave data collection research design. In general, task-oriented manager behavior predicted task accommodation and relationship-oriented manager behavior predicted relational accommodation. Newcomer proaction, in the form of information seeking, was not a potent predictor of newcomer socialization. Only accommodation variables predicted performance, job satisfaction, and organizational commitment. Thus, it appears that different socialization behaviors tend to serve specialized roles in the socialization process. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Monitored perceptions of organizational and job characteristics as individuals joined new organizations, a transition in status from outsider to newcomer to insider. Questionnaire data on job expectations, actual job, and satisfaction (Minnesota Satisfaction Questionnaire) were obtained from a cross-sectional study of 753 master of business administration (MBA) students entering 3 different schools, and from a longitudinal study of 46 female newly entering telephone operators. A distinction between intrinsic and extrinsic organizational characteristics was suggested by factor analysis, and these 2 factors were analyzed separately. The MBA data clearly show a decline from naive expectations to lower, realistic beliefs for the intrinsic but not the extrinsic factor. Similar, but not as strong, results were found for the telephone operators. The decline in intrinsic expectations was greater for the insiders than the newcomers. (29 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Work-role transitions theory (N. Nicholson; see record 1984-30159-001) maintains that entry into a new role induces personal and/or role development. Personal development is argued to be a function of role novelty and the newcomer's desire for feedback, while role development is argued to be a function of role discretion and desire for control. Utilizing self-report data from 295 business school graduates after 4 mo and from 223 of the original Ss after 10 mo on the job, only mixed support was found for the model. It is argued that the model can be enriched by considering newcomer desires that are directly aroused by situational specific cues, by considering personal and role development as interacting rather than independent processes, by considering the valence of certain personal and role developments, and by considering the influence of social referents on role transitions. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Conducted a quantitative meta-analysis of 21 realistic job preview (RJP) experiments. Eight attitudinal or behavioral criteria were used to assess the effects of RJPs, and for 4 of these, the variance around the mean effect size could be explained methodologically as a result of sampling error, differences among studies in measurement reliability, or as a result of a single outlier study. Only 1 moderator was found, with the type of medium used to present the RJP moderating the RJP/performance relation. Considering all 8 criteria together, the average amount of variance attributable to sampling error alone is 74.2%. Thus, recent speculation about the possible moderating effects of personal or situational variables seems unwarranted. The direction of the effects was generally consistent with previous thinking. That is, RJPs tended to lower initial job expectations while increasing self-selection, organizational commitment, job satisfaction, performance, and job survival. (38 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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A field experiment was conducted in a telephone company to assess the effects of a realistic job preview vs an unrealistic (i.e., "traditional") preview. Of 80 newly hired female telephone operators, those who saw a realistic job preview film subsequently had more realistic job expectations, fewer thoughts of quitting, and slightly higher job survival than those who saw a traditional preview film. There was no difference in job acceptance rates between the 2 groups. Results are discussed in light of the general process of individuals joining new organizations, and suggestions for future research are offered. (30 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Argues that a category of performance called citizenship behavior is important in organizations and not easily explained by the same incentives that induce entry, conformity to contractual role prescriptions, or high production. Data were collected from 422 employees and their supervisors from 58 departments of 2 banks to examine the nature and predictors of citizenship behavior. Results suggest that citizenship behavior includes at least 2 dimensions: altruism, or helping specific persons, and generalized compliance, a more impersonal form of conscientious citizenship. Job satisfaction, as a measure of chronic mood state, showed a direct predictive path to altruism but not generalized compliance. Rural background had direct effects on both dimensions of citizenship behavior. The predictive power of other variables (e.g., leader supportiveness as assessed independently by co-workers and extraversion and neuroticism as assessed by the Maudsley Personality Inventory) varied across the 2 dimensions of citizenship behavior. (31 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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The initial experiences of newcomers as they enter an organization can provide important information that substantially influences the subsequent relationship between the individual and the organization. For example, the application of realistic job previews (RJPs) often results in desirable organizational outcomes (e.g., increased satisfaction and reduced turnover). RJPs are typically job specific and job-content laden and serve to reduce the expectations of organizational newcomers. The present study indicates that an expectation lowering procedure (ELP), which is not job specific and is relatively content free, may yield similar benefits (i.e., reduce expectations). Both the organizational implications of this research and suggestions for using ELPs in conjunction with RJPs in the newcomer socialization process are offered. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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This longitudinal study examined hypothesized moderating effects of role development on the link between unmet expectations and socialization outcomes. Data were collected from 248 new hires before organizational entry and at an average of 4 weeks after entry. Three role expectations—conflict, clarity, and acceptance—were measured at both data collections. Two role development constructs—leader–member exchange (LMX) and team–member exchange (TMX)—and three socialization outcomes—organizational commitment, turnover intention, and job satisfaction—were measured after entry. Results showed that met expectations, LMX, and TMX were significant predictors of all outcomes. In addition, LMX and TMX significantly moderated several relationships, such that favorable role development relationships with supervisors or work groups ameliorated the negative effects of unmet expectations. Research and applied implications are discussed.
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Content dimensions of the socialization domain were defined to determine relationships between learning particular features of a job/organization and the process and outcomes of socialization. Six socialization dimensions (performance proficiency, politics, language, people, organizational goals/values, and history) were supported by a factor analysis on data from 594 full-time professionals. The socialization process was then examined by comparing 3 groups of respondents who did not change jobs, changed jobs within the organization, or changed jobs and organizations. Results showed these groups had significantly different response patterns on all dimensions. Finally, relationships between socialization content and career outcomes showed the dimensions accounted for more variance in all criteria than typical tenure operationalizations of socialization. Furthermore, socialization changes were significantly related to changes in career outcomes for 1-, 2-, and 3-yr time intervals. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Evaluated job previews on subsequent turnover and clarified the processes responsible for any such effects. One, enhancement preview, was constructed to enhance overly pessimistic expectations, whereas the other, reduction preview, was designed to reduce overly optimistic expectations. Subjects, 533 male and female trainees in the U.S. Army, were given either preview, both previews combined, or no preview. Pretest, posttest, and follow-up (5 weeks later) perceptual and attitudinal measures were collected, in addition to demographic and turnover data. Results indicated (a) that trainees exposed to the combined previews had significantly ( p 
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In a field experiment new hires to entry-level service jobs were randomly assigned to either a comparison group, which received information warning of negative aspects of the job and information about specific coping behaviors, or to an experimental group, which received the same information as the comparison group, plus training in cognitive restructuring and positive self-talk, and statements to bolster self-efficacy. It was expected that the experimental group would exhibit less turnover and report higher levels of supportiveness, satisfaction, and commitment and less anxiety than the Comparison Group. However, the experimental group exhibited more early turnover. The coping information provided to the Experimental Group increased perceptions of negative job information, and such perceptions may have resulted in a self-selection effect. Of those remaining at 4 weeks, those from the experimental group were significantly more likely to report intentions to remain for a year or longer, and to report greater job satisfaction.
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This paper presents a model of organizational socialization (OS) as a process with four domains (spheres of activity containing multiple factors or dimensions) which evolve concurrently during one's tenure. The domains are: (1) Training; (2) Understanding (of one's job and organization); (3) Coworker Support; and (4) Future Prospects (in the employing organization). Each domain is discussed in terms of its: (a) definition and components; (b) rationale for inclusion; (c) continuous nature; (d) hypothesized correlates; and (e) relevance for HRM practitioners. Together, the domains compose a continuous-process model which provides a framework for organizing theoretical elements and for classifying the diverse variables used in OS research.
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Two forms of unwritten contracts derive from relations between organizations and their members. Psychological contracts are individual beliefs in a reciprocal obligation between the individual and the organization. Implied contracts are mutual obligations characterizing interactions existing at the level of the relationship (e.g., dyadic, interunit). Employee/employer relations and changing conditions of employment give rise to issues not addressed in conventional transaction-oriented models of motivation and individual responses. The development, maintenance, and violation of psychological and implied contracts are described along with their organizational implications.
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Recent scientific work has established both a theoretical basis and strong empirical evidence for a causal impact of social relationships on health. Prospective studies, which control for baseline health status, consistently show increased risk of death among persons with a low quantity, and sometimes low quality, of social relationships. Experimental and quasi-experimental studies of humans and animals also suggest that social isolation is a major risk factor for mortality from widely varying causes. The mechanisms through which social relationships affect health and the factors that promote or inhibit the development and maintenance of social relationships remain to be explored.
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One hundred ninety-three new PhD students provided data on entry to their doctoral programs and again 9 months later. This longitudinal design was used to extend the socialization literature by testing the influence of newcomer involvement on socialization, controlling for newcomer perceptions on entry, and allowing for a dynamic view of socialization stages. Individuals who had collected information that they perceived as realistic, who had attended the same institution for their undergraduate degree, and who had past research experience were more involved in their doctoral programs, were more engaged in doctoral research, had less role conflict, felt more accepted, and were more productive as measured by objective outcomes. In addition, those individuals who were actively involved in their doctoral program were better accommodated and had greater productivity. Accommodation variables predicted commitment, and activity measures predicted submissions.
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Outlines a psychological procedure aimed at improving the working relationship between a newly hired executive and the executive's reporting official. The "Executive Fit Rehearsal" (EFR) attempts to systematically engage the executive and reporting official in a dialogue designed to anticipate and overcome problems resulting from individual differences in personality, expectations, work styles, and communication patterns. The procedure supports consensus and mutual understanding. To assess the effectiveness of the procedure, evaluation forms were mailed to participants of 15 consecutive Executive Fit sessions. Ss' reactions to the EFR indicate that the process facilitated adjustment to the work setting and improved communications. Comments from subordinates were more uniformly positive, suggesting that the process may be most helpful for new employees.
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This longitudinal study examined hypothesized moderating effects of role development on the link between unmet expectations and socialization outcomes. Data were collected from 248 new hires before organizational entry and at an average of 4 weeks after entry. Three role expectations-conflict, clarity, and acceptance-were measured at both data collections. Two role development constructs-leader-member exchange (LMX) and team-member exchange (TMX)-and three socialization outcomes-organizational commitment, turnover intention, and job satisfaction-were measured after entry. Results showed that met expectations, LMX, and TMX were significant predictors of all outcomes. In addition, LMX and TMX significantly moderated several relationships, such that favorable role development relationships with supervisors or work groups ameliorated the negative effects of unmet expectations. Research and applied implications are discussed.
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Through a quantitative meta-analysis of 40 studies of realistic job previews (RJPs), 26 of which were published, the effects of RJPs on attrition from the job recruitment process, the level and accuracy of initial job expectations, affective reactions, job performance, and turnover were assessed. In general, RJPs were related to higher performance and to lower attrition from the recruitment process, initial expectations, voluntary turnover, and all turnover. Moderating effects of the timing and medium of an RJP and of whether a study was conducted in the laboratory or the field indicated that the effectiveness of RJPs can be enhanced through properly matching RJP methods with the organizational outcomes of interest.
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This report characterizes the sequence of experiences involved in Marine Corps recruit training and describes a coping skills intervention aimed at aiding the adjustment of recruits to stress. The intervention, in the form of a videotape Making It, was shown to samples of Marine recruits. Other recruits received control and comparison conditions. The results of the research suggested that Making It had a salutary effect on the expectations and adjustment of recruits. The research is discussed within the context of theories of stress and cognitive-behavioral interventions. (Author)
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An investigation into organizational conditions and situations conducive to satisfaction as well as the nature and prevalence of pressures arising from opposing and incompatible institutional demands. By means of the case-study method, interviews, and a nationwide survey the effects of these demands upon roles are examined. These effects are related to individual personality characteristics and interpersonal relations. (140-item bibliogr.) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Presents a general descriptive theory of decision making under stress, which includes a typology of 5 distinctive patterns of coping behavior, including vigilance, hypervigilance, and defensive avoidance. The theory is illustrated with discussions of laboratory experiments, field studies, autobiographical and biographical material, and analyses of managerial and foreign policy decisions. Two analytical models, a schema for decision-making stages and a decisional "balance sheet," are also presented to clarify the theory. (28 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Reviews the literature on newcomer socialization and identifies important issues and directions for future research. In particular, it addresses issues related to socialization in the context of 3 trends: the increasing cultural diversity of the workforce, the changing nature of employment to more temporary relationships, and downsizing. We begin by providing a synopsis of C. D. Fisher's (1986) review of the socialization literature. We then discuss the progress that has been made in the subsequent decade, and provide a review of the empirical research literature over the course of that time. We conclude with a demonstration of how scholars can better understand socialization by considering it in the context of each of the trends we have identified. We offer several testable propositions to stimulate and guide research, along with a discussion of methodological issues that we believe could help generate a broader understanding of the socialization process. An appendix of socialization study design summaries is included. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Discusses problems in supervisor training and describes an approach to learning interpersonal skills relevant to effective supervision. The approach incorporates a sequence of 4 types of behavioral learning activities: modeling, role-playing, social reinforcement, and transfer of training. (6 p ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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Suggests that one vehicle for easing the stress of the transition into a new organization and facilitating newcomer adjustment is through effective psychological contracting on the part of both newcomers and insiders on behalf of the organization. Previous writings and research have treated the psychological contract as a singular agreement between the individual and the organization. The authors argue that psychological contracting is a dynamic process, which unfolds throughout a 3-stage socialization period and beyond. Instinctual attachment behavior is the foundation on which psychological contracts may be built. The process is analyzed in terms of the supportive attachments that can be formed between newcomers and insiders. Suggestions are made for both individuals and organizations in terms of developing effective psychological contracts. A research agenda is proposed for testing the attachment theory foundation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Article
This paper examines socialization and adjustment processes of newcomers to organizations. While scholars in this area agree that the socialization process is a stressful event, few have empirically approached the process from this perspective. In addressing this problem, a theoretical synthesis of the literatures of organizational socialization and organizational stress is proposed. From this integration, a model is developed which facilitates an examination of the task, role, and interpersonal demands which individuals face in the stages of socialization and an analysis of the interrelationships of these demands and their effects upon individual and organizational outcomes of the socialization process. Finally, directions for future research are proposed for extending understanding of this crucial part of organizational entry.
Book
This classic text surveys a number of different theoretical approaches to the related phenomena of attitude and belief change. These theories are grouped into seven major approaches, each presented and evaluated in a separate chapter. Each contributes in an important way to a complete understanding of the persuasion process. Appropriate for both upper level undergraduates and graduates in the social sciences.
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This study reports on the socialization practices most available to new employees and the extent to which these practices are seen by newcomers as being helpful in becoming effective organizational members. The results showed that socialization practices are differentially available to newcomers, and perceptions of their helpfulness vary. The helpfulness of various socialization practices as reported by newcomers appears to affect their feelings of subsequent job satisfaction and commitment.
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A study into changes in the psychological contracts held by newcomer recruits into the British Army is reported. Following a review of the disparate literatures on organizational socialization and the psychological contract, the need for integrative research which examines changes in perceived expectations during the organizational entry process is asserted. Four specific hypotheses are derived from this review. A sample of 880 recruits completed questionnaire measures on day one and 314 subsequently eight weeks into training. Responses were compared against a sample of 1157 experienced ‘insider’ soldiers. It was found that newcomers' expectations of the Army increased significantly on several dimensions; that these changes were predicted by learning about Army life; that perceived importance of dimensions of Army life increased; and most importantly, that these changes were generally toward the insider norms of experienced soldiers. The implications of the developing nature of the psychological contract are discussed. Copyright © 1998 John Wiley & Sons, Ltd.
Article
This article extends the organizational entry and newcomer stress literature by focusing on the importance of building a self-reliant workforce. It posits that newcomer socialization now and in the future requires building a workforce of self-reliant managers and employees who can function effectively in a dynamic, global workplace. This article suggests that socializing workers to be self-reliant helps employees and organizations to thrive in the uncertain economic environment that is the determining factor in the success of today's organizations. It further contends that by reducing ambiguity and increasing employability, employees are likely to suffer less distress and organizations are less likely to pay the price for distressed employees.
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Team-member exchange quality is proposed as a role-making construct complementary to leader-member exchange quality. Data from a sample of blue collar industrial workers show that team-member exchange quality adds to the prediction of job attitudes by leader-member exchange quality, and that team-member exchange quality varies systematically between groups in relation to the autonomy given teams by management and within groups in relation to job attitudes. Team-member exchange quality also predicted rated performance, subject to the moderating effects of peer motivation. Implications for role-making theory and research as well as for the practice of team-based management are discussed.
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This study explored role assimilation processes by the use of repeated assessments of critical variables at several points in time during the first few months tenure of new employees. Participants were 62 new nonacademic employees in several administrative departments of a large university. Role-taking variables (role preferences, time and energy allocation, conflict, and ambiguity) were examined as well as more traditional success measures such as job performance ratings, satisfaction, and turnover. The study yielded benchmark data describing the assimilation process and discovered role orientation (the extent to which the new employee felt his job was relevant to his career) as an important variable in understanding the assimilation process.
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This paper presents a set of concepts about the nature of the organization, the nature of the individual, and the nature of the career-the set of events which tie the individual and the organization together. The purpose is to provide a frame of reference and a set of concepts to make it possible to think in more empirical terms about a variable like "career," yet which relate this variable both to organizational and psychological variables. Concepts such as "organizational boundaries," labile and stable "social selves," career stages and transitional processes are used to generate some hypotheses about organizational influences on the individual (socialization) and individual influences on the organization (innovation).