CHAPTER 8

Socializing, Orienting, and Developing Employees

DeCenzo and Robbins HRM 7th Edition

CHAPTER 8 TOPICS:
1: 2: 3: 4: 5: 6: 7: 8: 9: Socialization Socialization steps Who socializes a new employee??? Employee training importance Training Training needs Organization development Evaluating training and development Global issues
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1: SOCIALIZATION
Adaptation Outsider-insider passage Organizational entry

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1: ASSUMPTIONS ABOUT SOCIALIZATION

Influences performance Increases organizational stability New members suffer anxiety Does not occur in a vacuum
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1: REACTIONS AND ADJUSTMENTS

Similar for all individuals
Incomplete new information Memory/impressions distorted Adjustments have to be made

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2: SOCIALIZATION PROCESS STEPS

Prearrival

Encounter

Metamorphosis
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2: PREARRIVAL
Before starting the job Enter with values, attitudes, expectations Schools, training Interviews prepare for organizational fit
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2: ENCOUNTER
Upon entry into organization Shock at possible dichotomy
Expectations Reality

Affirmation Detachment
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2: ENCOUNTER
TALK TO THE PERSON NEXT TO YOU ABOUT THE FIRST DAY ON A JOB. (USE THE HOMEWORK FROM CHAPTER 7) WAS THERE A DIFFERENCE BETWEEN THE BEST/WORST JOBS?
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2: METAMORPHOSIS
Problems worked out Comfortable with environment Productivity Commitment Turnover

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3: MANY PEOPLE SOCIALIZE NEW HIRES

HRM
Orientation Schedule others

Supervisor Peers Organizational culture CEO - visioning, access, interest

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4: EMPLOYEE TRAINING VALUE

Job complexity Job changes Employee diversity Learning designed to produce a change
Employee training
Skills needed to do the job at hand

Employee development ????????

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5: TRAINING - LEARNING THEORY

Motivation Feedback Reinforcement Practices improves performance, then plateaus Transferable
See Exhibit 8-3
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Exhibit 8-3: Principles of Learning

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6: TRAINING NEEDS
Organization goals Tasks to complete those goals Behaviors needed to perform those tasks Employee deficiencies in
Skills Knowledge Abilities

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6: BEFORE YOU TRAIN..

MAKE SURE PERFORMANCE DEFICIENCY IS DUE TO LACK OF TRAINING

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6: TRAINING APPROACHES (ON-THE-JOB)

Strengths
Simple Actual job

Weaknesses
Productivity Mistakes

Types
Apprenticeship Job instruction training HRM 7th
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6: TRAINING APPROACHES (OFF-THE-JOB)

Classroom lectures Films and videos Demonstrations Case studies Simulations Programmed instruction
Interactive video disks Virtual reality
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6: AND..
Computer-based training Vestibule training

See Exhibit 8-5

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Exhibit 8-5: Off-the-job Training Methods

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6: EMPLOYEE DEVELOPMENT
Future oriented Education, not training
Reasoning, decision making Personal growth

All employees, not just managers

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6: EMPLOYEE DEVELOPMENT METHODS

Job rotation Assistant-to positions Committee assignment
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AND
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6: EMPLOYEE DEVELOPMENT METHODS

Lectures and seminars

AND.

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6: EMPLOYEE DEVELOPMENT METHODS

Coaching Simulations Outdoor training

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7: ORGANIZATION DEVELOPMENT
Goal is to help organizations (people) adapt to change Change affects
Technology Systems People Processes
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7: ORGANIZATION DEVELOPMENT GOALS

Help employees adapt to change Build acceptance of new culture Generate support for whatever actions need to be taken

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7: ORGANIZATION DEVELOPMENT MODELS

Kurt Levin Change Stages
Unfreeze status quo Change Refreeze to stabilize

Rafting in white water

Nimble, flexible, adaptable to survive

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7: ORGANIZATION DEVELOPMENT METHODS

Climate surveys Team building Third-party interventions Change agents

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7: OD - THE LEARNING ORGANIZATION

Systems thinking Personal mastery Mental models Shared vision Team learning

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7: OD - THE LEARNING ORGANIZATION

ORGANIZATION DEVELOPMENT BECOMES ORGANIZATIONAL TRANSFORMATION

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8: EVALUATING TRAINING AND DEVELOPMENT

NEEDS TO BE MORE THAN JUST FUN

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8: EVALUATING TRAINING AND DEVELOPMENT

OR NOT

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8: EVALUATING TRAINING AND DEVELOPMENT

Cost effectiveness Deficiencies corrected Productivity measured

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8: PERFORMANCE-BASED EVALUATION MEASURES

Post-training performance method Pre-post-training performance method Pre-post-training performance with control group method
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8: POST-TRAINING PERFORMANCE
Train Evaluate performance

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8: PRE-POST-TRAINING PERFORMANCE
Establish/identify baseline Train Evaluate performance
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8: PRE-POST-TRAINING WITH CONTROL GROUP

Establish/identify baseline Control group
Hold out some subjects Do nothing to them

Train the rest Evaluate performance of both groups DeCenzo and Robbins HRM 7th Compare results Edition

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8: INTERNATIONAL ISSUES
Training
Culture Language Techniques

Development
Necessary for executives Expatriates

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8: PROBLEMS WITH EXPATRIATES

Out of sight, out of mind
Jobs Raises Promotions

Retention Retirement Termination

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QUICK: REVIEW CHAPTER 8

ANSWER THESE QUESTIONS ON A SHEET OF PAPER.
1. THE MOST IMPORTANT THING WE DID IN CLASS TODAY _______. 2. I STILL HAVE QUESTIONS ABOUT___. 3. THE BEST THING ABOUT CLASS TODAY WAS _______________. 4. DONT D0 ____________ ANYMORE.
TURN THEM IN, PLEASE. NO NAMES. WELL TALK NEXT CLASS SESSION
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PREVIEW: CHAPTER 9
Ask 3 people you know:
Do you like your job? Do you have a career or a job? Why do you think so?
Write up their responses for 1 extra point on your final grade.

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Exhibit 8-1: A Socialization Process

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Exhibit 8-2: Sample Orientation Agenda

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Exhibit 8-4: Determining Training Needs

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Exhibit 8-6: Lewins Change Process

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Exhibit 8-7: A Sample Climate Survey

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