Every organisation has its own unique traditions and customs.

Many of these
customs are developed over a period of time. It include unwritten rules,
regulations and rituals to commemorate special moments, standards for
social etiquette, taboos about what is not to be done or spoken, jargon
understood only by insiders. These features together known as culture of an
organisation. There is a uniform perception held about these features of an
organisation. Many of these features passes from one generation to another
generation without undergoing much of a change.
Socialisation is the process through which the people are trained to accept
the tradition and maintain the homogeneity of ethos and behaviours. It is a
process of adaptation by which `new' members come to understand the
basic values, norms and customs for becoming `accepted' members of an
organisation. Even though initial stage of entry into an organisation is more
intense period of socialisation, the process continues throughout entire
career in the organisation. This is done to ensure traditions and to maintain
uniformity. The people who do not learn to adjust to the culture of the
organisation are often rejected by the organisation.
Feldoman has defined socialisation as Acquisition of work skills and abilities,
adoption of appropriate role behaviours and adjustment to the norms and
values of the work group.
In the opinion of Maanen and Schein, Socialisation can be conceptualised as
a process made up of three stages: pre-arrival, encounter and
metamorphosis. Thus, socialisation can be defined as a process of adaption
that takes place as individuals attempt to learn the values and norms of work
roles.
Prearrival:
The pre-arrival phase explicitly recognizes that all the new recruits arrives
the organisation with a set of values, attitudes, expectations and learning. In
other words, pre-arrival refers to all the learning that occurs before a new
member joins the organisation. Based on the pre-arrival knowledge, the
individual forms some expectations of organisation. From organisation point
of view, they get the right type of people, who they feel, will be able to fit the
requirements of the organisation. The views of the founders of an
organisation as well as the ethos of the present management influence the
selection of the parameters of this proper match.
Encounter:

Upon entry into organisation, the new member enters the encounter stage.
Here the individuals confront the possible dichotomy between their
expectations about their jobs, their coworkers, their supervisors, and the
organization in general and reality.
The member starts comparing expectations, the image of the organisation
which he had formed during pre-arrival phase with reality. If expectations and
reality concur the encounter is smooth. But seldom has it concurred. When
the two differ, stress and frustration set in. What follows thereafter is a
mental process of adjustment.
In the process of adjustment, the individual tries to replace his/her own
values and norms with those of the organisation. At the other extreme, the
member simply cannot reconcile to those values and norms of the
organisation and gets disillusioned and quits the job. In both the cases the
final result is the same - the status quo of traditions and customs are
maintained
Metamorphosis:
Finally the new member must work out any problems discovered during the
encounter stage. In this stage, the member masters the skills required to
adjust with the organisations norms and values. They must sort out their
problems and go through changes. Hence, this is called metamorphosis
stage. This is, of course, a voluntary process and a conscious decision which
enables the new member to become compatible with the organisation. This
signals the completion of socialisation process. Successful metamorphosis
results in the member's productivity being as per organisation's norm,
average commitment and lowered propensity to leave the organisation. For
a very few persons, the metamorphosis stage may remain incomplete or
unsuccessful.
The process of socialisation is shown in Figure.

From above, it can be seen that the results remain the same organisations
maintain their traditions and customs. It may possible bring organisational
change by deliberately appoint people without subjecting them to
metamorphosis stage. The process of socialization affects the new
employee's work productivity, commitment to the organization's
objectives and his decision to stay with the organization.