Chapter 8 Socializing, Orienting, and Developing Employees

1. Fundamentals of Human Resource Management Eighth Edition DeCenzo and Robbins Chapter 8 Socializing, Orienting, and Developing Employees Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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

3. The Insider-Outsider Passage • Socialization • A process of adaptation to a new work role. • Adjustments must be made whenever individuals change jobs • The most profound adjustment occurs when an individual first enters an organization. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

4. The Insider-Outsider Passage The assumptions of employee socialization: • Socialization strongly influences employee performance and organizational stability • Provides information on how to do the job and ensuring organizational fit. • New members suffer from anxiety, which motivates them to learn the values and norms of the organization. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

5. The Insider-Outsider Passage The assumptions of employee socialization: • Socialization is influenced by subtle and less subtle statements and behaviors exhibited by colleagues, management, employees, clients and others. • Individuals adjust to new situations in remarkably similar ways. • All new employees go through a settling-in period. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

6. The Insider-Outsider Passage The Socialization Process • Prearrival stage: Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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

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

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

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

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

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

13. The Purpose of New-Employee Orientation HRM’s Role in Orientation • Coordinating Role: HRM instructs new employees when and where to report; provides information about benefits choices. • Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.). Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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

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

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

17. Employee Training Determining Training Needs Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

18. Employee Training • On-the-job training methods • Job Rotation • Understudy Assignments • Off-the-job training methods • Classroom lectures • Films and videos • Simulation exercises • Vestibule training Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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

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

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

22. Employee Development Employee development methods • Simulations include case studies, decision games and role plays and are intended to improve decision-making. • Outdoor trainingtypically involves challenges which teach trainees the importance of teamwork. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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

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

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

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

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

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

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

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

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

32. Evaluating Training and Development Effectiveness Performance-Based Evaluation Measures • Pre-post-training performance with control group method. • Compares the pre-post-training results of the trained group with the concurrent job performance of a control group, which does not undergo instruction. • Used to control for factors other than training which may affect job performance. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

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

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

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