HUMAN RESOURCE

DEVELOPMENT
Chapter Eight
DR NUR KAMARUL HAFIZ BIN JAMIL

FACULTY OF BUSINESS AND ACCOUNTANCY

LINCOLN UNIVERSITY COLLEGE

 Onboarding:
Employee Socialization and Orientation
• Organizational socialization, also known as onboarding, encompasses the process of
integrating new employees into a company culture, clarifying job expectations, and
fostering a sense of belonging. It's a multifaceted process that can take weeks or
months for employees to fully grasp. Co-worker perceptions play a crucial role in
this process, often shaping how new hires are viewed within the organization.
• Successful socialization benefits both individuals and organizations in various ways.
It enhances employee satisfaction, performance, and commitment, while also
improving work group dynamics and reducing turnover costs. However, some
organizations neglect this process, leaving new hires to fend for themselves, which
can lead to anxiety and frustration.
 Onboarding:
Employee Socialization and Orientation
• To address these challenges, many companies implement strategies like realistic
job previews (RJPs) and employee orientations. These approaches aim to provide
comprehensive insights into job roles and organizational culture, easing the
transition for new hires and improving retention rates.
• Understanding the importance of effective socialization, especially within the
first few months or years of employment, is crucial for both employers and
employees. By prioritizing structured support and guidance during this critical
period, organizations can set their employees up for success and foster long-term
engagement and productivity.
 Socialization:
The Process of Becoming an Insider
• Becoming an insider through organizational socialization involves the
transformation of an individual from being perceived as an outsider to becoming a
productive and accepted member of the organization. This process isn't exclusive to
new hires but also applies to employees who are transferred or promoted within the
organization.
• While transferred or promoted employees may have a broader understanding of the
organization's goals and values, they still face the challenge of integrating into a new
group and establishing themselves in their new role. Understanding organizational
roles, group norms, and expectations is fundamental to this process.
 Socialization:
The Process of Becoming an Insider
• Organizational roles refer to the positions individuals hold within the
organization and the responsibilities associated with those positions. Group
norms are the informal rules and standards of behavior that govern interactions
within a particular group or team. Expectations encompass the anticipated
behaviors, performance standards, and outcomes associated with a specific role
or position.
• By grasping these fundamental concepts, individuals can navigate the
socialization process more effectively, gaining acceptance from their colleagues
and becoming valued insiders within the organization.
 Some Fundamental Concepts of Socialization
• Understanding organizational roles is crucial for individuals navigating the
socialization process within a new group or organization. Roles encompass a set
of expected behaviors associated with a particular position, defining how
individuals fit into the organizational structure and what they must do to
perform effectively.
 Some Fundamental Concepts of Socialization
Edgar Schein outlines three dimensions of organizational roles:
• Inclusionary dimension: This dimension relates to an individual's social status
within the organization, such as whether they are perceived as an outsider, on
probation, or have permanent status.
• Functional dimension: This dimension pertains to the tasks and responsibilities
associated with a specific role, such as sales, engineering, or operations.
• Hierarchical dimension: This dimension concerns an individual's rank or position
within the organizational hierarchy, such as line employee, supervisor, or manager.
 Some Fundamental Concepts of Socialization
• Successfully transitioning into a new role requires learning and adapting to fulfill the requirements
of these dimensions. For instance, a patrol officer who is promoted to a shift sergeant must
understand and fulfill the tasks, responsibilities, and social expectations associated with the
sergeant's role to be effective.
• Van Maanen and Schein propose that employees navigate boundaries along these dimensions
throughout their careers. Crossing these boundaries presents challenges and intensifies the
socialization process, as individuals must learn new attitudes and behaviors associated with their
changing roles. Failing to navigate these transitions successfully can lead to dissatisfaction and
turnover.
• Monica Danielson advocates for continuous socialization to help employees adapt to and thrive in an
ever-changing work environment. This ongoing process allows individuals to continually learn and
adjust to new roles, responsibilities, and organizational dynamics.
 Some Fundamental Concepts of Socialization
• Role communication and orientation are critical aspects of organizational socialization. Ideally, an individual's role
should be clearly communicated and agreed upon by all parties involved, including management, peers, and the
individual themselves. However, roles are often not communicated effectively, leading to ambiguity and differing
perceptions among stakeholders. Job descriptions, while considered official statements of roles, are frequently
vague and subject to interpretation.
This perceptual nature of organizational roles can result in three main situations:
• Role overload: Occurs when the employee perceives their role as more demanding than they can reasonably
handle.
• Role conflict: Arises when the employee receives conflicting messages about their role expectations from different
sources, such as supervisors and coworkers.
• Role ambiguity: Happens when the employee feels uncertain or unclear about their role, particularly common in
newly created positions.
 Some Fundamental Concepts of Socialization
• Group norms are crucial elements of the socialization process within organizations.
Norms are the unwritten rules of conduct established by group members to guide
behavior within the group. They indicate the behaviors that insiders consider
appropriate and are essential for newcomers to understand and adhere to in order to
be accepted into the group.
• Groups typically establish norms for significant behaviors, categorizing them into
pivotal (essential for organizational membership), relevant (desirable but not
essential), and peripheral (unimportant) behaviors. During socialization,
organizations focus on teaching and enforcing pivotal and relevant behaviors, which
are vital for group cohesion and success.
 Some Fundamental Concepts of Socialization
• Norms serve various functions within a group, including facilitating group survival,
expressing central values, simplifying expected behaviors, and helping members
avoid embarrassment. However, learning group norms can be challenging as they
are often informal and unwritten, varying across different groups within the same
organization.
• To facilitate the socialization process, organizations should promote clear and
positive group norms throughout the organization. Providing resources such as
realistic job previews and orientation programs can help newcomers learn and adapt
to organization and group norms effectively. By fostering a supportive environment
that encourages understanding and adherence to group norms, organizations can
enhance cohesion, productivity, and employee satisfaction.
 Some Fundamental Concepts of Socialization
• Expectations play a crucial role in organizational socialization, encompassing beliefs
about likely occurrences in various aspects of organizational life, including
behaviors, policies, and feelings. Newcomers enter organizations with expectations
about how they will be treated, what tasks they will undertake, and how they will
feel within the organizational context. These expectations significantly impact
motivation, decision-making, satisfaction, and commitment.
• However, recruitment practices often lead to newcomers harboring inflated
expectations about their roles and organizational life. Unrealistically high
expectations can result in dissatisfaction and increased turnover rates. Adjusting
newcomer expectations to more realistic levels has been shown to reduce turnover.
 Some Fundamental Concepts of Socialization
• Furthermore, discrepancies between newcomers' expectations and organizational realities can also lead to
dissatisfaction and potential turnover. This misalignment may occur not only when expectations are
unrealistically high but also when they are simply different from what the newcomer encounters.
• Throughout the socialization process, newcomers develop and test their expectations based on various
factors and sources, including the organization itself, coworkers, friends, family, media, and their own
personality, attitudes, values, and prior experiences.
• Organizations should be mindful of the impact of expectations on newcomers' performance and
satisfaction. Providing information that leads to realistic expectations is crucial. While organizations can
help adjust newcomer expectations, some surprises are inevitable, as newcomers may not fully grasp certain
aspects until they experience them firsthand. For example, describing climate conditions to an applicant
from another geographic area is not the same as experiencing those conditions firsthand, which can lead to
unexpected reactions and adjustments.
 Content of Socialization
Organizational socialization involves a comprehensive learning process for newcomers to become accepted insiders
within the organization. Cynthia Fisher categorizes the content of socialization into five key areas:

• Preliminary learning: This includes understanding the necessity of learning, what to learn, and identifying sources
of learning.

• Learning about the organization: Newcomers acquire knowledge about the organization's goals, values, and
policies.

• Learning to function in the work group: This involves understanding the values, norms, roles, and relationships
within the work group.

• Learning how to perform the job: Newcomers acquire the necessary skills and knowledge specific to their job role.

• Personal learning: This encompasses self-reflection, self-identity, expectations, self-image, and motivation gained
through experience with the job and organization.
 Outcomes of Socialization
• The outcomes of organizational socialization are diverse and encompass affective,
cognitive, and behavioral dimensions. Successful socialization leads to positive
outcomes such as increased organizational commitment and innovation, while
unsuccessful socialization can result in dissatisfaction, turnover, and poor
performance. Other potential outcomes include role overload, role conflict, and role
ambiguity.
• Overall, successful socialization entails the newcomer developing greater knowledge
of the organization and work group, adopting attitudes conducive to performance
and fitting in, and exhibiting behaviors that contribute to personal and
organizational effectiveness. Conversely, unsuccessful socialization typically involves
unmet expectations, dissatisfaction, lack of commitment, and potentially turnover.
 Stage Models of Socialization
• Stage models of organizational socialization provide a structured framework for understanding the process newcomers undergo as they integrate
into an organization. One representative model, developed by Daniel Feldman, consists of three stages: anticipatory socialization, encounter, and
change and acquisition.

• Anticipatory Socialization: This stage begins before the individual joins the organization. During this phase, individuals form impressions about
what membership in the organization entails, influenced by various sources such as rumors, advertisements, and media portrayals. They also
assess the extent to which their skills, abilities, needs, and values align with those perceived to be required or preferred by the organization.

• Encounter: The encounter stage commences when a recruit formally commits to joining the organization. Here, the individual gains firsthand
experience of the organization, confirming or rejecting pre-employment expectations. They may encounter discrepancies between their
expectations and reality, leading to potential challenges such as role conflicts, lifestyle adjustments, and task learning.

• Change and Acquisition: In this final stage, new employees accept the norms and values of the group, master required tasks, and resolve any role
conflicts or overloads. Successfully navigating this stage leads to positive outcomes such as job satisfaction, internal motivation, dependable
performance, and organizational commitment.

These stages have also been labeled "getting in," "breaking in," and "settling in." Successful progression through all three stages is predicted to result in
positive affective and behavioral outcomes for the individual.
 People Processing Tactics and Strategies
Organizations employ various people processing tactics to influence the adjustment and socialization of new members. These
tactics, categorized by Van Maanen, encompass seven pairs of strategies that organizations may utilize:

• Formal vs. Informal: Socialization processes may be structured and formalized, such as through orientation programs, or
more informal, relying on day-to-day interactions and observation.

• Individual vs. Group: Socialization can occur individually, with one-on-one guidance and training, or in groups, where
newcomers learn alongside their peers.

• Fixed vs. Variable Time Periods: Some organizations have fixed time periods for socialization, such as probationary
periods, while others allow for more flexibility in the duration of the process.

• Investiture vs. Divestiture: Investiture tactics focus on nurturing and investing in the uniqueness of each individual, while
divestiture tactics aim to strip newcomers of certain aspects of their individuality, often seen in environments like military
boot camps.
 Newcomers as Proactive Information Seekers
• The perspective of newcomers as proactive information seekers represents a shift from earlier
theories that portrayed newcomers as passive recipients of socialization processes. This
perspective acknowledges that newcomers actively seek out information to navigate their new
environments and supplement the information provided by supervisors, coworkers, and other
sources. It emphasizes that socialization is a two-way process, not solely dictated by
organizations.
• Numerous studies have demonstrated that newcomers actively engage in information seeking,
and this behavior influences socialization outcomes. Research is now delving into the
dynamics of the information-seeking process, exploring different tactics and sources used by
newcomers for obtaining various types of information. Moreover, studies have shown that
newcomer proactive behavior and self-efficacy interact with formal socialization processes to
impact adjustment and other outcomes.
 Newcomers as Proactive Information Seekers
• Workplace learning has emerged as a central goal of human resource development (HRD), and it is
closely linked to employee socialization and orientation efforts. Recognizing this alignment, there is a
growing emphasis on facilitating new employees as active learners in the socialization process. This
involves focusing on learning processes and providing opportunities for newcomers to engage
actively in acquiring knowledge and skills.
• The recognition of newcomers' proactive role in socialization has practical implications for
organizations. For instance, if newcomers tend to learn by observing and experimenting,
organizations should encourage such behavior by minimizing the risks associated with
experimentation, training supervisors and peers to support newcomers' information-seeking efforts,
and incorporating information-seeking activities into orientation programs. By fostering an
environment that encourages and supports newcomers' proactive engagement in the socialization
process, organizations can enhance newcomers' adjustment and overall success.
 What Do Newcomers Need?
Understanding what newcomers need for successful socialization involves comparing their experiences to those of
insiders. Insiders typically possess a clear understanding of their roles, organizational norms and values, necessary
knowledge, skills, abilities, and experiences, as well as established relationships with coworkers. Additionally, insiders
have three essential elements that newcomers lack:
• Accurate Expectations: Insiders generally have a realistic understanding of what to expect in various organizational
situations, minimizing surprises. In contrast, newcomers often have expectations that differ from organizational
reality.
• Knowledge Base: Insiders draw from their knowledge and experience to interpret organizational events accurately,
whereas newcomers lack this familiarity and may struggle to make sense of unexpected occurrences.
• Other Insiders: Insiders have established relationships with coworkers, providing a support network for sharing
interpretations and judgments of organizational events. Newcomers lack these relationships and may feel isolated
in their efforts to navigate the organization.
 The Realistic Job Preview
• The Realistic Job Preview (RJP) is a recruitment strategy aimed at providing
candidates with comprehensive information about a job and organization, including
both positive and negative aspects. This approach contrasts with traditional
recruitment methods that often emphasize only the positive aspects of a job while
downplaying any potential drawbacks.
• In an RJP, candidates are presented with an honest portrayal of the job, including
details such as long hours, extensive travel requirements, or other challenging
aspects. This transparency is sometimes referred to as "truth in recruitment
branding." Organizations like Sitel, a global call center company, have successfully
implemented RJPs, leading to above-average retention rates among their employees.
 The Realistic Job Preview
The primary goal of an RJP, according to John Wanous, is to enhance newcomers' satisfaction, commitment, and
likelihood of remaining with the organization. A model of the RJP process identifies four key mechanisms:
• Vaccination Against Unrealistically High Expectations: By providing accurate information, candidates are
"vaccinated" against forming overly optimistic expectations about the job. This helps them adjust their expectations
to the reality of the job, such as understanding the typical workload or work hours.
• Self-Selection: Realistic expectations enable candidates to determine if the job and organization align with their
individual needs and preferences. Candidates who find the job incompatible are more likely to self-select out of the
hiring process, reducing the likelihood of dissatisfaction and turnover.
• Coping Effect: Realistic expectations help newcomers develop a clear understanding of their roles, allowing them
to develop effective coping strategies for performing their jobs.
• Personal Commitment: Candidates who join an organization based on a realistic perspective are likely to develop a
stronger personal commitment to their choice. This fosters job satisfaction and long-term commitment to the
organization.
 How Realistic Job Previews Are Used?
• Realistic Job Previews (RJPs) are valuable tools for organizations to provide prospective employees with accurate
and comprehensive information about the job they are applying for. Here's how they are typically used:
• Assessment of Need: Before developing an RJP, organizations assess whether there's a need for one. This involves
evaluating factors such as employee satisfaction, commitment, and turnover. Interviews, questionnaires, and
organizational records are commonly used for this assessment. Exit interviews with departing employees can also
provide insights into reasons for leaving.
• Identifying Conditions for Effectiveness: Certain conditions make RJPs particularly useful and effective. These
include situations where job candidates have multiple offers, where there are more applicants than positions
available, where recruits lack sufficient information to develop realistic expectations (common in entry-level,
complex, or unique jobs), and when replacement costs are high.
• Media for Delivery: RJPs can be delivered through various media, including printed materials (like booklets),
audiovisual presentations (videos), discussions with representatives of the organization, oral presentations, and
interviews. The choice of media depends on factors like cost, effectiveness, and the nature of the job.
 How Realistic Job Previews Are Used?
Content Selection: When determining RJP content, several factors are considered:
• Descriptive vs. Judgmental Content: Descriptive content focuses on factual information, while
judgmental content conveys incumbents’ feelings.
• Extensive vs. Intensive Content: Extensive content contains all pertinent information, while
intensive content presents selective information more briefly and forcefully.
• Degree of Content Negativity: Organizations decide whether the content should be highly
negative, moderately negative, or somewhere in between.
• Message Source: In audiovisual mediums, the message can be presented by actors, job
incumbents, or other organization members such as supervisors or trainers.
 Are Realistic Job Reviews Effective?
Research generally indicates that Realistic Job Previews (RJPs) are effective in various ways, although the degree of effectiveness may vary. Here are some key
points regarding their effectiveness:

• Reduction of Inflated Expectations: RJPs help to align recruits' expectations with the reality of the job, thereby reducing the likelihood of disillusionment or
disappointment upon starting the job.

• Impact on Turnover, Satisfaction, and Commitment: Studies have shown that RJPs have a beneficial effect on turnover rates, job satisfaction, and
organizational commitment. On average, turnover reduction ranges between 5 and 10 percent.

• Practical Benefits: RJPs are seen as practical, relatively inexpensive, and ethical tools for facilitating the socialization of new employees into the
organization's culture and work environment.

• Room for Improvement: While RJPs can help manage expectations, organizations should also focus on improving actual working conditions and
addressing underlying issues that may affect employee attitudes and behaviors. Providing positive work experiences may have a greater impact than
simply adjusting expectations.

• Integration into Socialization Processes: RJPs are recommended to be integrated into organizations' socialization processes to help new employees
transition smoothly into their roles and adapt to the organizational culture.

• Adaptations in Other Contexts: The concept of RJPs has been extended beyond the realm of employment to areas such as education and international
work assignments. For instance, providing students with a realistic course preview or individuals embarking on international work assignments with
information about both the job and living conditions.
 Employee Orientation Programs
• Employee orientation programs play a crucial role in helping new employees adjust to their
roles, the organization, and its culture. Here's a breakdown of their key features and objectives:
• Introduction to Job and Organization: Orientation programs are designed to familiarize new
employees with their job responsibilities, supervisors, coworkers, and the overall organization.
They typically begin on the employee's first day of work.
• Focus on Encounter Stage of Socialization: Unlike realistic job previews, which primarily
address anticipatory socialization, orientation programs focus on the encounter stage of
socialization. This stage involves the newcomer's firsthand experience of the job and
organizational life.
 Objectives of Orientation Programs
Objectives of Orientation Programs:

• Reduce Stress and Anxiety: Orientation programs aim to alleviate the stress and anxiety often experienced by new employees in unfamiliar
environments.

• Decrease Start-up Costs: By helping employees adapt quickly, orientation programs can reduce the costs associated with onboarding and training.

• Lower Turnover Rates: Effective orientation programs can contribute to lower turnover rates by ensuring that employees feel welcomed and
supported from the outset.

• Accelerate Proficiency: Orientation programs help new employees become proficient in their roles more quickly by providing them with essential
information and resources.

• Transmit Organizational Values and Culture: Orientation programs help new employees understand the organization's values, culture, and
expectations.

• Facilitate Role Acquisition: New employees are assisted in acquiring the appropriate role behaviors and expectations for their positions.

• Promote Adjustment to Work Group: Orientation programs help new employees integrate into their work groups and understand group norms.

• Foster Positive Attitudes: By providing a positive onboarding experience, orientation programs aim to cultivate positive attitudes toward the
organization.
 Assessment and the Determination
of Orientation Program Content
• Assessing and determining the content of employee orientation programs is essential for their effectiveness.
Here's how organizations typically approach this process:
Assessment-Design-Implementation-Evaluation (ADImE) Framework: Similar to other HR initiatives,
orientation programs should follow a systematic approach involving assessment, design, implementation, and
evaluation. This ensures that the content provided meets the needs of new employees and aligns with
organizational goals.
Content of Orientation Programs:
• Organizational Information: Includes an overview of the organization, key policies and procedures, mission
statement, goals, strategy, compensation, benefits, safety measures, employee relations, and facilities.
• Job-Specific Information: Covers department or work group functions, job duties and responsibilities,
policies, procedures, and introductions to coworkers.
• Clear Communication of Job Expectations: New employees should be informed about job responsibilities,
reporting lines, accountability, performance standards, work rules, working conditions, and relationships
with coworkers, clients, and customers.
 Orientation Roles
Effective employee orientation relies heavily on the interactions between new employees and various
stakeholders within the organization. Here's an overview of the roles played by supervisors, coworkers,
HRD staff, and the newcomers themselves in the orientation process:
1. Supervisor:
• Acts as an information source and guide for the new employee.
• Provides factual information, clear performance expectations, and reassurance about the newcomer's
potential for success.
• Facilitates the newcomer's acceptance by coworkers.
• Assigns buddies or mentors to help new employees adjust to the job environment.
• Assists in role development and provides constructive feedback.
• Conducts timely performance evaluations and addresses any work-related issues.
• Receives training to effectively fulfill orientation responsibilities.
 Orientation Roles
2. Coworkers:
• Provide support, information, and training to new employees.
• Help new employees learn the norms of the work group and organization.
• Act as a support system and discourage hazing activities that may increase
newcomers' anxiety.
• Participate in buddy systems or mentoring programs to assist new employees in
their adjustment.
 Orientation Roles
3. HRD Staff:
• Design and oversee the orientation program.
• Produce or obtain materials, conduct training sessions, and evaluate the program's
effectiveness.
• Encourage all levels of management to support and participate in the orientation
program.
• Establish a steering committee and monitor the program's implementation.
• Ensure the program remains current and effective through interviews, surveys, and
feedback mechanisms.
 Orientation Roles
4. Newcomer:
• Plays an active role in the orientation process by being an engaged learner.
• Seeks out relevant information and relationships to aid in adjusting to the
organization.
• Takes the initiative in communication and getting to know supervisors,
coworkers, and other stakeholders.
• Actively participates in orientation activities and exercises designed to facilitate
adjustment and collaboration.
 Problems with Orientation Programs
Criticism of orientation programs is common, and several problems have been identified that can undermine
their effectiveness:

1. Emphasis on Paperwork: Orientation programs may focus too much on completing paperwork rather
than providing meaningful information and support to new employees.
2. Information Overload: Newcomers may be bombarded with too much information too quickly, leading
to confusion and difficulty in retaining important details.
3. Information Irrelevance: Some orientation programs may provide general or superficial information that
is not directly relevant to the newcomer's job assignment, leading to disengagement and frustration.
4. Scare Tactics: Heavy emphasis on failure rates or negative aspects of the job can create unnecessary
anxiety and negatively impact newcomers' confidence and motivation.
 Problems with Orientation Programs
1. Overemphasis on Organization Selling: Orientation programs may spend too much time promoting the
organization's positive aspects rather than providing practical information and support to new
employees.
2. Formal, One-Way Communication: Reliance on lectures and videos without opportunities for discussion
or questions can limit engagement and fail to address individual concerns or interests.
3. One-Shot Mentality: Some orientation programs are limited to the first day at work, missing
opportunities for ongoing support and guidance as new employees continue to acclimate to their roles.
4. Lack of Diagnosis or Evaluation: Without ongoing assessment and evaluation, organizations may miss
opportunities to identify and address problems or inefficiencies in their orientation programs.
5. Lack of Follow-Up: Once the initial orientation is complete, there may be little follow-up or ongoing
support for new employees, leaving them feeling unsupported and potentially isolated.
 Designing and Implementing
an Employee Orientation Program
• Designing and implementing an effective employee orientation program
involves careful attention to key principles such as needs assessment, design,
implementation, and evaluation. By following a structured approach,
organizations can create orientation programs that address specific goals and
meet the needs of new employees. Here's a step-by-step guide based on
Corning's model:
 • Set Objectives: Define clear objectives for the orientation program, such as reducing turnover, accelerating
learning curves, fostering a uniform understanding of the organization, and building positive attitudes.

• Form a Steering Committee: Establish a team responsible for overseeing the design, implementation, and
evaluation of the orientation program.

• Research Orientation: Conduct research on best practices in orientation programs, including interviews with
recently hired employees, supervisors, and corporate officers.

• Survey Top Companies: Learn from the orientation practices of leading organizations, seeking insights from
programs like the one at Texas Instruments.

• Survey Existing Programs: Evaluate current organizational orientation programs and materials to identify
strengths, weaknesses, and areas for improvement.
Designing and • Select Content and Delivery Method: Determine the content to be included in the orientation program and

Implementing an choose appropriate delivery methods, such as printed materials, audiovisual presentations, seminars, and
meetings.

Employee Orientation • Pilot and Revise Materials: Test the orientation materials with a small group of employees and gather feedback
for revisions.
Program • Produce and Package Materials: Finalize the orientation materials and package them for distribution to new
employees.

• Train Supervisors and Install the System: Provide training to supervisors on their role in the orientation
process and implement the orientation program across the organization.

• Evaluate and Revise: Continuously evaluate the effectiveness of the orientation program through feedback
from new employees, supervisors, and performance metrics. Make revisions as needed to improve outcomes.
 Design Elements Common
to Effective Orientation Programs
 Design Elements Common
to Effective Orientation Programs