Socializing, Orienting,

And Developing
Employees
 Chapter Objectives
• Define Socialization

• Discuss Importance of Socialization

• Explain Socialization process steps

• Differentiate between Socialization and

Orientation
 Chapter Objectives
• Define training and development (T&D)

• Explain the relationship that exists between

organization change and training and development.

• Describe the Training process steps and how training

needs are determined and objectives established

• Identify training methods

• Identify the means by which T&D programs are
3
implemented and evaluated.
Socialization
 What is Socialization

Teaching the corporate

culture and philosophies
about how to do business.
 Assumption About
socialization
• Influences the Performance
• Increase organization stability
• New members suffer anxiety
i.e. here you need to involve the
people, interactions…
Within Socialization
Orientation
Welcome party
Job Rotation
On job training
 Purpose & Importance of
socialization
• Improve ability
• Learn company values/system
• Increase commitment to the success
• Feel comfortable at new environment
• To know each other in the company
Socialization Process Steps

Prearrival
Encounter
Metamorphosis
 Prearrival stage:
The Socialization Process
– Individuals arrive with a set
of values, attitudes and
expectations which they
have developed from
previous experience and the
selection process.
 Prearrival Stage (contd:)
• Before starting the job
• Enter with values, attitudes and expectation
• Schools, training, Job fair and internship
etc…
• So socialization process starts before
joining an organization.
 Encounter Stage
• Upon entry into organization

• Shock at possible expectation

• Reality

• Affirmation
 Metamorphosis
Stage
• Employees will try to work out
problems
• Comfortable with environment
• Productivity
• Commitment
• Turnover
A Socialization Process
 Orientation
Orients, direct and guides
employees to understand
work, firm, colleagues and
mission.
 Topics covered in Orientation
• Orientation is a formal technique of
socialization.
• Following are the topics covered :
• Introduction about organization
• New employees are introduced :
• To supervisors
• To trainers
• To co-workers
• Job duties and to system of organization
 Topics covered in Orientation
(Contd:)
• History of employer
• Probationary period
• Disciplinary regulation
• Employees handbook
• Job safety requirement
 Training
• Training involves planned learning
activities designed to improve employees
performance at his/her current job
OR
• A process whereby people acquire
capabilities to aid in the achievement of
organizational goals.
 Training Needs
• Job behavior inappropriate

• Knowledge or Skill level inadequate

• So Problems can be corrected through

proper training
 Training Significance
• Training make organizations more
competitive
• Training helps retain valuable
employees
• Training is not just a cost, it is an
investment in the human capital of the
organization in the longer term.
 Training Phases
1. Needs Assessment
a) What is the issue?
2. Design of training
a) What contents will address it?
3. Delivery of Training
a)How will training be given? (i.e.
Implementation Stage)
 Training Phases (contd:)

4. Evaluation

a) How will we know its effect?

b) Did it work?
 1. Assessing Training Needs
• Training Needs Assessment includes three types
of organizational analysis –
• Organizational (Organizational goals, and current
resources, technological, financial, and human)
• Job/task (Task analysis is based on job analysis
and job descriptions)

• Individual level (Emphasize who needs training.

Typically this step of the analysis is connected to
performance appraisal)
 1. Assessing Training Needs
(Contd;)
• Number of employees experiencing skill
deficiency

• Severity of Skill deficiency

• Importance of Skill (in the big picture)

• Extent to which skill can be improved with

training
 How to Determine Training
Needs
• Self Assessments
• Company Records
• Customer complaints
• New Technology
• Customer satisfaction surveys
 Conduct Gap Analysis
(What is vs What should be)

• The distance between where an

organization is with its employee
capabilities and where it needs to be
 Exercise

Fawad, is an undergraduate business student

wants majoring in accounting. He has just
failed the first accounting course,
Accounting 101, and is understandably
upset.
Explain how you would use performance
analysis to identify what, if any, are Fawad
training needs
• The first thing that needs to be determined is if
this is a "can't do" or a "won't do" situation.

• It is possible that as a first-year student, Fawad has

spent more time socializing and not enough time
studying. This would indicate a need for training
on studying skills and prioritization.

• It is also possible that Fawad, really does not have

the necessary basic skills that he needs in order to
be successful in this course. This could be
determined through some testing to see if he has
the prerequisite knowledge and skills.
• A third possibility is that Fawad simply
does not really have the interest or natural
inclinations that would make him successful
in the accounting area. This could be
determined through some testing and career
interest surveys. If this is the case, training
is not appropriate, but rather Fawad should
be counseled to change majors.
 2. Designing Training
• Assess Trainee readiness
– Ability to learn
Learners must possess basic skills
– Motivation to learn
Learners must desire and value training
– Self-efficacy
Learners must believe that
they can successfully learn
the training content
2. Designing Training (Contd;)
• Basic skills needed

• Consider Learning styles

• (by doing, by watching, or by listening
etc….)
• Internal source / External source i.e.
outsourcing
• Online learning
Remember

Hear
Hear & See
Hear & See
Do it
 Research on Age Differences and
Technology Training

In a study involving the potential use of new

software after training users to use the software,
younger workers (under age 40) initially had more
positive attitudes toward the new software.
However, older workers (over age 40) were more
likely to seek support and opinions of friends and
co-workers to form their attitudes toward the new
system. Also, the ease in difficulty of using the
new technology was more of a concern of older
employees.
 Questions for Discussion:

1. Why do you think younger employees (under age

40) were quicker to tackle the new software?

2. According to the study, how might employers

help older workers (those over 40) accept and
learn the new software?

3. How should training programs be designed for

employees of all different ages?
 3. Delivery of Training
Training Methods
• Lectures
• Case Studies
• Internship
• Mentoring
• Discussions (informal, specially at high
level)
• Role playing etc…
 THE LECTURE METHOD

When one person conveys information to a group by

talking to them, with or without the use of visual aids,
this is called a lecture.

WHEN SHOULD LECTURES BE USED?

• A lecture is suitable for large groups where interaction

is not practical.

• Lectures are appropriate when the material has little

relevance to personal experiences (e.g. technical theory).
 THE LECTURE METHOD PROS & CONS
ADVANTAGES:
• Lectures are an efficient use of time.

• Lectures allow experts to share information with large groups.

DRAWBACKS:
• The lecturer cannot be sure their message was correctly received by
the audience, unless a separate discussion period is used for follow
up.

• Often the overall depth of learning will be relatively low because

there is limited interaction, but the lecture method is very popular in
universities and many professional situations.

• The successful transfer of information is completely dependent upon

the skills of the lecturer (essentially it is one way communication).
 THE CASE STUDY METHOD

WHEN SHOULD A CASE STUDY BE USED?

• A case study is a useful method when there is no clear-cut or easy

solution to a problem.

• Case studies are useful when real-life situations can be used as

examples to highlight the training topic(s) being covered.

• In situations when multiple viewpoints must be considered, case

studies can help participants evaluate the merits of different
arguments.
 CASE STUDY PROS & CONS

ADVANTAGES:
• A well chosen case study will be relevant to all participants.

• Everyone is actively engaged in the case study process.

• Individuals are forced to make a decision, and then defend

it.

DRAWBACKS:

• The case study must be relevant, realistic, and appropriate.

• The case study scenario must be carefully worded to avoid

bias, or imply that one position is stronger than the other.
 WHEN SHOULD ROLE PLAYING BE
USED?
• Role playing is effective when the topic involves
person-to-person communication and/or
interaction.

• Role playing can allow everyone to participate.

• The overall mood of a training session can be

improved by the excitement that role playing
provides.
 ROLE PLAYING PROS & CONS
ADVANTAGES:
• Role playing is an excellent forum for exploring the topics of
ethics and conflict resolution.

• Individuals are often inclined to express true feelings when role

playing.

• The group listens better and learns more because they are seeing
and hearing the subject matter as it is acted out.

DRAWBACKS:
• Role playing requires careful selection of situations to be
effective.

• Role playing hinder free expression if participants are not

volunteers.
 WHEN SHOULD SIMULATION BE
USED?

• Simulations can be effective when an

elaborate demonstration is the best method
of training a moderate to large size group.

• The simulation method is appropriate for

disaster, rescue, or other crisis management
training exercises
 SIMULATION PROS & CONS
ADVANTAGES:
• Simulations are realistic hands-on events in which participants “feel,
see, hear, and do”.

• A simulation experience provides a high level of knowledge transfer.

• Simulations are an intense form of experiential learning.

DRAWBACKS:
• Simulations require lots of careful planning, materials, preparation, and
equipment/props.

• Simulations require staging, practice, and adjustment to eliminate the

possibility of actual injury or safety hazards.

• A realistic simulation is often expensive.

 Workplace Training

• On-the-job training methods

–Job Rotation
–Mentoring

• Off-the-job training method

Suggest training methods for the given
Jobs
a. File clerk:

b. Computer operator:

c. Automobile service station attendant

d. Pizza maker:
Stages of On-the-Job Training
 Transfer of Training
From Classroom to Job
Why Transfer of Training Fails?
• Don’t learn material
• Don’t understand “real life” application
i.e. what is the advantage of it…
• Lack of confidence
• Forgetting the materials
 4. Evaluation of Training
What to evaluate??
• Trainee reactions (before and after training)

• Behavior & Attitude

• Results (The results can be indicated by

increased productivity, lower turnover,
higher quality, better profits, and so on)
Training Evaluation Designs
Post-Measure

Evaluation Design
Pre-/Post-
Measure

Pre-/Post-
Measure with
Control Group
 Employee Development
• This future-oriented set of activities is
predominantly an educational process.
• Training for present while
• Development for future (in a broader sense)
• Development is a proactive approach rather
than a pre-active
• And it is a continues program
 Employee development methods

– Job rotation involves moving employees

to various positions in the organization to
expand their skills, knowledge and
abilities.

– Assistant-to positions allow employees

with potential to work under and be
coached by successful managers. Like
working as staff assistant…..
 Employee development methods

– Committee assignments provide

– opportunities for:
• decision-making
• learning by watching others to
investigate specific problem.
• becoming more familiar with
organizational members and problems