Chapter 8

Socializing and Training

Employees
 Introduction

Your employees are hired – now what?

HR helps employees become well-
adjusted and productive through
socialization, training, and
development programs
 The Outsider-Insider Passage

Socialization strongly influences employee

performance and organizational stability
New members suffer from anxiety
Socialization does not occur in a vacuum
Individuals adjust to new situations in remarkably
similar ways
 Socialization Process

Three stages of socialization:

Prearrival

Encounter

Metamorphosis
Employee Orientation
 Employee Orientation

Effective Orientation achieves several key purposes:

Establishes a favorable employee impression of
the organization and the job
Provides organization and job information
Enhances interpersonal acceptance by co-workers
Accelerates socialization and integration of the
new employee into the organizations
Ensures employee performance and productivity
begin more quickly
Employee Training and Development
Determining Training Needs
Training Methods
 Training Methods

On-the-job training
Employees learning through observing peers or
managers performing the job and trying to imitate
their behavior
Off-the-job training
Employee training at a site away from the actual
work environment.
Trainee is involved in full-time learning.
 Delivering Employee Training

Internal training
External training

Both have certain advantages

and disadvantages
 Designing Employee Training

Required/Regular Training:
Complies with various mandated legal
requirements (i.e. Occupational safety, EEO)
and serves as training for all employees (new
employee orientation)
Job/Technical Training:
Enables employees to perform their jobs, tasks,
responsibilities well (e.g. product knowledge,
technical processes, customer relations)
 Designing Employee Training

Interpersonal & Problem-solving Training:

Addresses both operational and interpersonal
problems and seeks improve organizational
working relationships (e.g. interpersonal
communication, managerial skill, conflict
resolution)
Developmental and Innovative Training:
Provides a long term enhance organizational
and individual capabilities for future
(organizational change, executive development)
 Training Evaluation

Kirkpatrick’s Model:
Level
Level1:1:measures
measuresreactions
reactionsof
ofthe
theparticipants
participants
towards
towardstraining
training

Level
Level2:
2:measures
measureshow
howmuch
muchthe
theparticipants
participants
learned
learned

Level
Level3:
3:measures
measureswhether
whetherthe
thetraining
training
actually
actuallychanges
changesemployees’
employees’behaviors
behaviors

Level
Level4:
4:measures
measureswhether
whetherthe
thetraining
training
benefited
benefitedthe
theemployer
employeror
ornot
not
Performance-Based Evaluation Measures

Post-training performance method

Pre-post-training performance method

Pre-post-training performance with control

group method
 Training Evaluation

Cost-Benefit Analyses: comparison of costs and

benefits associated with training
Typical costs associated with Training:
Trainer’s salary and time
Trainee’s salary and time
Materials for training
Expenses for trainer and trainee
Cost of facilities and equipment
Lost productivity (opportunity cost)
 Training Evaluation

Cost-Benefit Analyses:
Typical benefits from Training:
Increase in production
Reduction in errors and accidents
Reduction in turnover
Less supervision necessary
Ability to use new capabilities
Attitude changes
Thank You

© 2015 A. Tabassum