Socialization of New Members
Chapter 8
(pp. 139-155)
Organizational Challenges
We continue our investigation of
organizational challenges by moving
from . . . how to make the recruitment
process more honest and realistic to . . .
how to maintain a dedicated and loyal
workforce through organizational
socialization.
Preliminary Questions
Do new employees receive more information
about the organization’s culture or initial job
tasks?
What are the three “stages” of organizational
assimilation?
Which is the “broader” concept, Assimilation or
Socialization?
What are the two factors affecting socialization?
Overview
Assumptions
The Need for Information
Organizational Assimilation
Anticipatory Socialization
Organizational Encounter
Metamorphosis
Criticisms of the Assimilation Approach
Organizational Socialization
Factors Affecting Socialization: Loyalty & Congruency
Socialization Processes
Assumptions
Newcomers are confronted with situations characterized
by uncertainty and ambiguity (e.g., job duties, formal
and informal role requirements, status differences, etc.)
Socialization occurs at two levels
Organization attempts to social individual into the
organizational culture and to the requirements of her position
and role
Newcomer attempts to influence the organizational situation
Socialization is developmental and is relevant
throughout a member’s time with an organization
Primary focus is on the efforts of organization to
socialize newcomers
The Need for Information
More information received about initial job tasks than
about the organization’s culture
Top-down information contains directions about how to
accomplish tasks, as well as a sense of the values and
culture of the organization
Task information is specific and narrowly defined
Cultural information is vague and sometimes implied
Values, principles, environment,
Value of collaborative work vs. individual effort
Information is often incomplete, distorted, and
substitutions are often made
The Need for Information
One of the major functions of communication is to reduce
uncertainty
Karl Weick’s (1979) “Theory of Organizing”
Information Systems Approach to Organizations
Focuses on the process of organizing rather than the structure of
organizations
Organizing is equated with information processing
Describes how people make sense out of confusing verbal inputs
Organizing: Making sense out of equivocal information
Uncertainty denotes a lack of information
Equivocality refers to ambiguity (too many possible meanings)
When information is equivocal, people need a context or framework to help
them sort through the data
Face-to-face interaction is crucial when an organization faces equivocal
information
Communication strategies help increase certainty
“Difference Barriers”
Race, gender, age, religion, ethnicity, disability, sexual
orientation, and/or language creates additional barriers to
successful socialization.
Blank & Slipp (2000)
“Buying In” NOT “Selling Out”
Becoming Assimilated without Giving Up your Identity
Do not violate or contradict your fundamental value system
Learn as a child, test as an adolescent, solidify as an adult
Do not perform a function or accept a position well beneath your talents
Do not accept, without question, the culture of an organization that
flaunts its discrimination against or disrespect for your culture
Do not give up too much of your culture during the assimilation
process
“Socialization Strategies & Options”
Not accepted - seek employment elsewhere
Remain in organization - dramatically change your style
Adopt totally the organization’s values and politics
Learn to adapt to the organization’s culture while maintaining your
own sense of identity
Go as far as you can to fit in without giving up your core values and political
views
Mutual accommodation between yourself and the organization
Traditional Organizations - precision & bureaucratic rules
Humanistic Organizations - informal conversation
Communicative Organizations - encourages specific communication
behaviors to improve work relationships
Contain, cope, construct
Promote Learning
Organizational Assimilation
The process by which an individual becomes integrated into the
culture of an organization (Jablin, 2001)
How well the new member adapts to norms of behavior and adopts
new attitudes valued by the organization
Two dynamic interrelated processes
Planned as well as unintentional efforts of the organization to “socialize”
employees (SOCIALIZATION)
Attempts of organizational members to “individualize” or change their roles
and work environments to better satisfy their values, attitudes, and needs
(INDIVIDUALIZATION)
Three Assumptions
Individuals and Organizations are ACTIVE AGENTS
Organizations are BOUNDED ENTITIES (boundary crossing)
Assimilation occurs in PHASES
Anticipatory Socialization ~ Encounter ~ Metamorphosis
Organizational Assimilation
Anticipatory Socialization
Newcomers form expectations regarding particular occupations and what it would be
like to be a member of a particular organization
Two Forms
Vocational Anticipatory Socialization - gathered during childhood & adolescence
Organizational Anticipatory Socialization - gathered during interactions with potential
employing organizations (RJPs)
Organizational Encounter (Entry Phase)
Newcomer confronts the reality of his or her organizational role
Not yet an “insider” (uncertainty vs. information seeking)
Not socialized by the organization
Not individualized role requirements - affect organizational situation
Metamorphosis
When new employees begin to change some of his behaviors and expectations in
order to meet the standards of the new environment
Create an individual identity
A time of ethical dilemmas
Criticisms of Assimilation
Term is inappropriate and denotes “absorption into the
whole.”
Does not indicate “Dual Agency”
Negative connotations
Socialization should be broader term?
Involves interaction of socialization and individualization
Stage model does not accommodate “irrelevant” workers
Organizational Socialization
Represents the efforts of the organization in the
assimilation process
The process by which an individual acquires the social
knowledge and skills necessary to assume an
organizational role (Van Maanen & Schein, 1979)
The process through which newcomers become
organizational members (Bullis, 1993)
Factors Affecting Socialization
LOYALTY (moral obligation to organization)
CONGRUENCY (core values of individual vs. core values of organization)
Socialization Processes Based on
Loyalty and Congruency (Fig. 8.1, p. 149)
High Loyalty - High Congruence
MOTIVATOR
Maintenance
Low Loyalty - High Congruence
ACTIVIST
Utilitarian
High Loyalty - Low Congruence
LOYALIST
Guilt-ridden
Low Loyalty - Low Congruence
LONER
Protracted
Socialization Processes . . .
are CRITICAL to the survival of the organization.
allow new members more and more ACCESS to the
internal workings of the organization
IMPACT uncertainty reduction, role ambiguity, and
turnover
Effect of socialization on newcomer role response
Content - KNOWLEDGE base
Ground rules for choosing particular solutions - STRATEGIC base
Relationship of particular role to overall organizational mission - Explicit & Implicit
organizational mission, purpose, or mandate
Six Oppositional Pairs of Socialization Tactics
Six Oppositional (custodial vs. innovative)
Pairs of Socialization Tactics
Collective (common experiences) vs. Individual (relative isolation)
Formal (segregated) vs. Informal (not distinguished from other
members)
Sequential (steps to be completed) vs. Random (ambiguous or
constantly changing steps to target role)
Fixed (precise timetable) vs. Variable (no real cues)
Serial (experienced mentor) vs. Disjunctive (no role model)
Investiture (affirms personal characteristics) vs. Divestiture (deny
and strip away personal characteristics)
BOTTOM LINE: The type of socialization processes employed
will affect the response of newcomers to their roles (custodial vs.
innovative)
Socialization Tactics and Responses
This view of socialization represents a ONE-WAY view
that minimizes the interactive nature of the
communication aspects of these tactics and responses.
Tactics and responses are NOT CAUSAL
Assimilation and socialization depend on adequate
information being shared
Critical to maintaining a dedicated and loyal workforce
Summary
Assumptions
The Need for Information
Organizational Assimilation
Anticipatory Socialization
Organizational Encounter
Metamorphosis
Criticisms of the Assimilation Approach
Organizational Socialization
Factors Affecting Socialization: Loyalty & Congruency
Socialization Processes
Important “Take-Home” Strategies
Collect as much information (formal and informal) about
the organization as possible
Managers must closely monitor new employee progress
toward adopting the values of the organization (org I.D.)
Assess how much of your own culture you are being
asked to set aside in order to adopt the culture to the
organization
Managers need to consider each new employee and
determine what approach will work best
The individual decides the degree of loyalty to give to a
particular organization
SOCIALIZATION:
Socialization is a process by which a person learns the
values, norms, and required behaviors which permit that
individual to participate as a member of the organization
(Van Maanen, 1975).
Socialization is characterized as a process by which new
(and continuing) organizational members learn and adapt
to norms, expectations, and perspectives of their
organizations and its members (Jablin, 1984).
Socialization . . .
Requires active participation by organizational
newcomers
Occurs in stages
Results in specific outcomes
(e.g., satisfaction, commitment, identification,
retention)
Socialization Encounter Model
Environment
Influences both newcomer and organization
Individual Profile
Interplay between individual choice, prior experiences
and situational constraints
Individual Expectations
Individuals are aware of their own expectations (often
inaccurate and conflicting)
Socialization Encounter Model
Organizational Profile
Individuals receive organizational information which
are sometimes ambiguous and often broad in scope.
Organizational Expectations
Attempt to change the individual to fit the role
definitions of the organization (appropriate behaviors
and functions are defined).
Organizational Learning
Self-development and self-maintenance are achieved
through interactions between the organization and the
individual
Socialization Encounter Model
Metamorphosis (Change & Acquisition)
The process by which an individual [student]
comes to appreciate the values, abilities, expected
behaviors, and social knowledge essential for
assuming an organizational role and for
participating as an organizational member
The passage from newcomer to insider which
occurs when they are given broad responsibilities
and autonomy, entrusted with privileged
information, included in informal networks,
encouraged to represent the organization, and
sought out for advice and counsel by others.
Environment Environment
Metamorphosis
Organizational Learning
Organizational Expectations
Organizational Profile
Individual Expectations
Individual Profile
Environment Environment
