Organizational Socialization: the process of training and assimilation which equips employee with the required

skills that fits their needs and those of the organization so that they can undertake a role in the establishment.
There are six key dimensions of socialization tactics:

Formal vs Informal.
In formal socialization, the beginner is isolated from the other members of the organization and is trained on
skills that are specifically tailored for them. For example, a parent teaching their child how to speak (Saks &
Gruman, 2018) is a formal socialization method. The process of informal socialization does not specifically
differentiate the beginner’s duties. They are not given specific uniforms or labels as they are accepted as
proverbial members of the institution. An example of such is support activities in a school that are carried out
outside the school curriculum.

Collective vs Individual.
When a group of beginners is taken and put through similar training and experiences, the process is refereed to
as collective socialization. New recruits in the army going through training camps as well as the education of
graduates in a school is one of the examples. During individual socialization, beginners are taken through
special training. This process depends mostly on the recruit and the agent of socialization and is associated with
intricate roles. Programs such as internship and apprenticeships are examples of this strategy (Parker, Patton &
Tannehill, 2016).

Serial vs Disjunctive.
In serial socialization method, members who are more experienced mentor the beginners so as to enable them to
assume the same kinds of responsibilities. One example is that of a police officer being assigned a new recruit to
be on patrol with them. If no mentors are assigned to beginners, the tactic is called disjunctive socialization. No
one trains the beginners how to accomplish their responsibilities. For example, when a newcomer occupies a
position that is newly created, he/she will not have a mentor because no one previously held that position.

Fixed vs Variable.
Fixed socialization gives trainees precise information on how long they will need to complete certain passage.
For instance, some beginners may be required to take certain assignments yearly in spite of their own
predispositions (Benzinger, 2016) like freshman or sophomore years for American students. Variable processes
give the trainees an opportunity to complete the training at their time when they are comfortable. An example is
rising in careers in business institutions-getting promotions.

Investiture vs Divestiture.
In investiture tactic, the organization encourages the beginners to be themselves. Examples include letting the
new hire display their individuality during daily interactions. In divestiture socialization, the organization
focuses on changing the new trainee to get rid of their old values and attitudes. A good example is a first year
student who has joined medical school.

Sequential vs Random.
Sequential socialization strategy provides the beginners with steps to be followed during the training process
like becoming a physician or in technical training. In random tactic, there no steps outlined to be taken like
when becoming a manager or in management training.

References

Benzinger, D. (2016). Organizational socialization tactics and newcomer information seeking in the contingent
workforce. Personnel Review, 46(4), 743-763.

Kreitner, R., & Kinicki, A. (2013). Organizational Behavior (10th ed.). New York, NY: McGraw-Hill Irwin.

Parker, M., Patton, K., & Tannehill, D. (2016). Professional development experiences and organizational
socialization. Teacher Socialization in Physical Education: New Perspectives, 98

Saks, A. M., & Gruman, J. A. (2018). Socialization resources theory and newcomer’s work engagement; a new
pathway to newcomer socialization. Career Development International, 23(1), 12-32.