Chapter 8 - Orientation, Training

Fundamentals of Human

Resource Management
Eighth Edition

DeCenzo and Robbins

Chapter 8
Socializing, Orienting, and Developing Employees
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Introduction
Socializing, Orienting & Developing
Socialization, training and development
are all used to help new employees
adapt to their new organizations and
become fully productive.
Ideally, employees will understand and
accept the behaviors desired by the
organization, and will be able to attain
their own goals by exhibiting these
behaviors.
The Outsider- insider Passage

Socialization
A process of adaptation to a new
work role.
Adjustments must be made
whenever individuals change jobs
The most profound adjustment
occurs when an individual first
enters an organization.
The Outsider- Insider Passage

The assumptions of employee
socialization:
Socialization strongly influences employee
performance and organizational stability
Provides information on how to do the job and
ensuring organizational fit.
New members suffer from anxiety, which
motivates them to learn the values and norms
of the organization.
The Insider-Outsider Passage

The assumptions of employee
socialization:
Socialization is influenced behaviors
exhibited by colleagues, management,
employees, clients and others.
Individuals adjust to new situations in
remarkably similar ways.
All new employees go through a
settling-in period.

The Socialization Process
Prearrival stage: Individuals
arrive with a set of values,
attitudes and expectations
which they have developed
from previous experience and
the selection process.
The Outsider-Insider Passage

Encounter stage:
Individuals discover how
well their expectations
match realities within the
organization.
Where differences exist,
socialization occurs to
imbue (to inspire) the
employee with the
organizations standards.

Metamorphosis stage: Individuals have
adapted to the organization, feel accepted
and know what is expected of them.

A Socialization Process
The Purpose of New-Employee

Orientation
Orientation may be done by the supervisor,
the HRM staff or some combination.
Formal or informal, depending on the size of
the organization.
Covers such things as:
The organizations objectives
History
Philosophy
Procedures
Rules
HRM policies and benefits
Fellow employees

Orientation
Learning the Organizations Culture
Culture includes long-standing, often
unwritten rules about what is appropriate
behavior.
Socialized employees know how things are
done, what matters, and which behaviors
and perspectives are acceptable.

Orientation
The CEOs Role in Orientation
Senior management are often visible
during the new employee orientation
process.
CEOs can:
Welcome employees.
Provide a vision for the company.
Introduce company culture -- what matters.
Convey that the company cares about
employees.
Lessen some new employee anxieties and
help them to feel good about their job choice.

Orientation
HRMs Role in Orientation
Coordinating Role: HRM
instructs new employees
when and where to report;
provides information about
benefits choices.
Participant Role: HRM offers
its assistance for future
employee needs (career
guidance, training, etc.).
Employee Training
Definitions
Employee training
a learning experience designed to
achieve a relatively permanent change
in an individual that will improve the
ability to perform on the job.
Employee development
future-oriented training, focusing on
the personal growth of the employee.
Employee Training
Determining training needs
Specific training goals should be based on:
organizations needs
type of work to be done
skills necessary to complete the work
Indicators of need for more training:

drops in productivity
increased rejects
inadequate job performance
rise in the number of accidents
Employee Training
Determining training needs
The value added by training
must be considered versus the
cost.
Training goals should be
established that are tangible,
verifiable, timely, and
measurable.
Employee Training
Determining Training Needs
Employee Training
On-the-job training methods
Job Rotation
Understudy Assignments
Off-the-job training methods

Classroom lectures
Films and videos
Simulation exercises
OJT
Having a person learn a job by actually
doing the job.
OFF-JT
Case study method
Managers are presented with a description of an
organizational problem to diagnose and solve.
Management game
Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
OFF-JT
Outside seminars
Many companies and universities offer Web-based
and traditional management development
seminars and conferences.
Role playing
Creating a realistic situation in which trainees
assume the roles of persons in that situation.
Behavior modeling
Modeling: showing trainees the right (or model)
way of doing something.
Social reinforcement: giving feedback on the
trainees performance.
Transfer of learning: Encouraging trainees apply
Employee Development
This future-oriented set of
activities is predominantly an
educational process.
All employees, regardless of
level, can benefit from the
methods previously used to
develop managerial
personnel.
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.
Committee assignments provide opportunities
for:
decision-making
learning by watching others
becoming more familiar with organizational
members and problems
Lecture courses and seminars benefit from

todays technology and are often offered in a
distance learning format.
Simulations include case studies, decision
games and role plays and are intended to
improve decision-making.
Outdoor training typically involves challenges
which teach trainees the importance of
teamwork.
Organization Development
What is change?
OD efforts support changes that are
usually made in four areas:
The organizations systems
Technology
Processes
People
Organization Development
Two metaphors clarify the change
process.
The calm waters metaphor describes
unfreezing the status quo, change to a new
state, and refreezing to ensure that the
change is permanent.
The white-water rapids metaphor
recognizes todays business environment
which is less stable and not as predictable.
Evaluating Training and

Development Effectiveness
Evaluating Training Programs:
Typically, employee and manager opinions
are used,
These opinions or reactions are not necessarily
valid measures
Influenced by things like difficulty, entertainment
value or personality of the instructor.
Performance-based measures (benefits

gained) are better indicators of trainings costeffectiveness.

Performance-Based Evaluation Measures
Post-training performance method.
Employees on-the-job performance is
assessed after training.
Pre-post-training performance method .
Employees job performance is assessed
both before and after training, to determine
whether a change has taken place.

Performance-Based Evaluation Measures
Pre-post-training performance with
control group method.
Compares the pre-post-training results of
the trained group with the concurrent job
performance of a control group, which does
not undergo instruction.
Used to control for factors other than
training which may affect job performance.
International Training and

Development Issues
Cross-Cultural Training
Necessary for expatriate
managers and their families:
before assignments (to learn
language and culture)
during, and after foreign
assignments (to adjust to
changes back home).
International Training and

Development Issues
Cross-cultural training is more than language
training
Involves learning about the cultures:
History
Politics
Economy
Religion
Social climate
Business practices
May involve role playing, simulations and

immersion in the culture.

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Fundamentals of Human

DeCenzo and Robbins

Socializing, Orienting, and Developing Employees

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

The Outsider- insider Passage

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

The Outsider- Insider Passage

The Insider-Outsider Passage

The Insider-Outsider Passage

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

The Outsider-Insider Passage

The Insider-Outsider Passage

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

The Insider-Outsider Passage

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

The Purpose of New-Employee

The Purpose of New-Employee

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

The Purpose of New-Employee

The Purpose of New-Employee

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Indicators of need for more training:

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Off-the-job training methods

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Lecture courses and seminars benefit from

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Evaluating Training and

Performance-based measures (benefits

Evaluating Training and

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Evaluating Training and

International Training and

International Training and

May involve role playing, simulations and

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