A. Anyone who’s had a job has experienced socialization to some degree. I can remember at age fifteen getting my first part-time job as a dishwasher. The restaurant had a strong networked culture and even with the large age gap I felt welcomed in. I imagine this is one of the goals of the socialization process.
B. Definitely, through social integration newcomers can become fully engaged in their organization’s social networks and information channels. Other goals include: “helping newcomers build competence in carrying out their tasks; assisting newcomers [in gaining] information about their role in the organization; and offering learning opportunities for newcomers regarding the organization’s culture and helping them adjust to it” (Schroeder, D., August 17, 2007, para. 8)
A. So when tackling these goals, where does the employer begin?
B. In their textbook, Organizational Behavior, Schermerhorn, Hunt, and Osborn break the socialization process down into three stages: 1) anticipatory; 2) encounter; and 3) change and acquisition. The anticipatory stage “encompasses all the learning that occurs before the new member joins the organization” (Organizational culture, n.d., pg. 14). “This can include such things as realism about the organization and the job and assessing how well the person can meet the required skills and abilities and can have personal needs met by the organization” (Schermerhorn, J., Hunt, J., & Osborn, R., 2005, pg. 184). For example, in order to create a more realistic preview of the culture and lifestyle of an English teacher in Japan, Nova Group created a blog containing articles and photos from instructors working at the company’s branches. This helped to create an initial awareness about the company. The second stage, encounter, the new employee sees what the organization is really like and confronts the possibility that expectations and reality may diverge. In the third stage, the new employee masters the skills required for their job, successfully performs their new roles, and makes the adjustments to their work group’s values and norms.
A. So what is a realistic job preview and how does it assist in the socialization process?
B. A realistic job preview is a tool recruiters use to give the applicant a clear idea of what it would be like if they were hired. This could include observations, work simulation, seminars, or video presentation.
A. I see. So by giving the candidate as much information about the job as possible, including the potentially negative aspects, the applicant can make an informed decision about his or her suitability for the job.
B. Exactly, and this helps aid the second stage of the socialization process by bringing together the employees expectations and reality.
A. How do you know when the socialization process is complete?
B. You can look at it like a checklist, where a series of questions can be asked about the new employee. For example:
Is the new member comfortable with the organization and his or her job?
Has the new employee internalized the norms of the organization and the work group?
Does he or she understands and accepts these norms?
Does the new member feel accepted by his or her peers as a trusted and valued individual?
Does the new member have the self-confidence to complete the job successfully?
Does the new employee understand how he or she will be evaluated?
Does he or she know what criteria will be used to measure and appraise his or her work?
A. To achieve this, companies must implement different socialization strategies.
B. Yes, companies have different approaches. For example, some companies are more formal, segregating the new employee from the ongoing work setting and providing specific orientation and training. Some companies use a fixed time schedule which establishes standardized stages of transition, such as probationary periods, or associate status, whereas; a variable schedule promotes the individual to the next stage as they are ready. Some companies provide mentoring or apprenticeship programs in order to train and encourage the newcomer.
A. With attracting diversity becoming more of a hot topic; are there any specific strategies companies are implementing to help socialize minority groups?
B. According to Organizational Development consultant, Daniel Schroeder, “Socialization is especially important for minority employees who, by definition, do not represent the mainstream of the organization. Without active assistance and encouragement, minority employees can become isolated. Over time, they can be marginalized, seen and not heard, etc. Under such circumstances, both the individual and organization suffer. Neither reaps the full potential of the affiliation” (Schroeder, D., August 17, 2007, para. 7).
Key Terms
This week’s HR terminology includes:
• Socialization
• Task mastery
• Role clarification
• Acculturation
• Social integration
• Anticipatory stage
• Encounter stage
• Change and acquisition stage
• Realistic Job Preview
References
- Organizational culture. (n.d). Sharing the organizational vision. Retrieved from http://www.bensilver.ca/OB_Disc/chapters/ch09.pdf
- Schroeder, D. (August 17, 2007). Employers must help with diversity acclimation Retrieved from http://www.biztimes.com/news/2007/8/17/human-resources-fitting-in
- Schermerhorn, J., Hunt, J., & Osborn, R. (2005). Organizational behavior. John Wiley & Sons, Inc. Retrieved from University of Phoenix library.
Multiple-choice quiz
*Answer found at the end of the post.
1. RJP stands for:
A. Realistic job performance
B. Relevant job preview
C. Realistic job preview
D. None of the above
2. Socialization…
A. follows selection
B. precedes selection
C. follows recruiting
D. precedes training
3. Three stages of socialization include:
A. Selection, training, and change and acquisition
B. Selection, encounter, retention
C. Anticipation, encounter, and change and acquisition
D. Anticipation, training, retention
Answers: 1) c, 2) a, 3) c
Thursday, December 13, 2007
Wednesday, December 5, 2007
Job Design
A. What does HR consider when designing a job?
B. According to the authors of “Management of human resources”, job design can be broken into three categories. 1) Industrial engineering, which identifies and analyzes elements of job cycles in order to improve efficiency. 2) Behavioural engineering broadens the numbers of activities in which employees engage to overcome dehumanization and other problems associated with industrial engineering. And 3) human engineering, which takes into consideration ergonomics and tries to adapt job tasks to physical characteristics of the employee.
A. So by increasing the dimension of an employee’s job, companies can potentially increase employee motivation and satisfaction.
B. That’s correct. Each technique adds values to an employee’s job. For example, job enlargement assigns workers additional tasks at the same level of responsibility to increase the number of tasks they have to perform; job rotation systematically moves employees from one job to another; and job enrichment makes an employee’s job more rewarding or satisfying by adding more meaningful tasks and duties.
Richard Hackman and Greg Oldham also suggested a job characteristics model which outlines five core job characteristics:
1. skill variety,
2. task identity, or degree of completion
3. task significance, or impact on the lives and work of others
4. autonomy, or independence and
5. feedback.
A. What are some examples of ways employers can enrich jobs?
B. Examples may include:
- "increasing the level of difficulty and responsibility of the job
- assigning workers more authority and control over outcomes
- providing feedback about job performance directly to employees
- adding new tasks requiring training, thereby providing an opportunity for growth, and
- assigning individuals specific tasks or responsibility for performing a whole job rather than only parts of it" (pg. 65).
A. Okay, so a good job design not only identifies the tasks involved but examines ways to motivate and maintain the health and safety of the employees involved.
Key Terms
This week’s HR terminology includes:
- job enlargement
- job rotation
- job enrichment
- skill variety,
- task identity
- task significance
- autonomy
- feedback.
References
Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
Multiple-choice quiz
*Answer found at the end of the post.
1. Which of the following job characteristics is not generally linked to employee motivation and satisfaction?
A. Skill variety
B. Task identity
C. Task significance
D. Task complexity
2. Which of the following is not proposed by behavioural engineering?
A. job enlargement
B. job sharing
C. job rotation
D. job enrichment
3. Which of the following is also known as vertical loading
A. job enlargement
B. job enrichment
C. job rotation
D. none of the above
Answers: 1) d, 2) b, 3) b
B. According to the authors of “Management of human resources”, job design can be broken into three categories. 1) Industrial engineering, which identifies and analyzes elements of job cycles in order to improve efficiency. 2) Behavioural engineering broadens the numbers of activities in which employees engage to overcome dehumanization and other problems associated with industrial engineering. And 3) human engineering, which takes into consideration ergonomics and tries to adapt job tasks to physical characteristics of the employee.
A. So by increasing the dimension of an employee’s job, companies can potentially increase employee motivation and satisfaction.
B. That’s correct. Each technique adds values to an employee’s job. For example, job enlargement assigns workers additional tasks at the same level of responsibility to increase the number of tasks they have to perform; job rotation systematically moves employees from one job to another; and job enrichment makes an employee’s job more rewarding or satisfying by adding more meaningful tasks and duties.
Richard Hackman and Greg Oldham also suggested a job characteristics model which outlines five core job characteristics:
1. skill variety,
2. task identity, or degree of completion
3. task significance, or impact on the lives and work of others
4. autonomy, or independence and
5. feedback.
A. What are some examples of ways employers can enrich jobs?
B. Examples may include:
- "increasing the level of difficulty and responsibility of the job
- assigning workers more authority and control over outcomes
- providing feedback about job performance directly to employees
- adding new tasks requiring training, thereby providing an opportunity for growth, and
- assigning individuals specific tasks or responsibility for performing a whole job rather than only parts of it" (pg. 65).
A. Okay, so a good job design not only identifies the tasks involved but examines ways to motivate and maintain the health and safety of the employees involved.
Key Terms
This week’s HR terminology includes:
- job enlargement
- job rotation
- job enrichment
- skill variety,
- task identity
- task significance
- autonomy
- feedback.
References
Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
Multiple-choice quiz
*Answer found at the end of the post.
1. Which of the following job characteristics is not generally linked to employee motivation and satisfaction?
A. Skill variety
B. Task identity
C. Task significance
D. Task complexity
2. Which of the following is not proposed by behavioural engineering?
A. job enlargement
B. job sharing
C. job rotation
D. job enrichment
3. Which of the following is also known as vertical loading
A. job enlargement
B. job enrichment
C. job rotation
D. none of the above
Answers: 1) d, 2) b, 3) b
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