Chapter 7 Socialization Processes Flashcards
Assimilation Process
The “ongoing behavioral and cognitive processes by which individuals join, integrate into, and exit organizations”
Assimilation Process; Two parts -
- The organization influences the adaptation of individuals through formal and informal processes (socialization)
- The individual works to adapt the organization to fit his or her needs/desires (individualization)
Assimilation Process; Three phases of socialization - Anticipatory socialization:
that part that occurs before entry
Learning about work in general, about a specific occupation, and about a particular organization
Assimilation Process; Three phases of socialization - Encounter phase:
first experiences at the organization: Stress (“should be” versus “is”) Adaptation to the culture; uncertainty reduction Formal and informal Orientation programs, mentoring
Assimilation Process; Three phases of socialization - Metamorphosis phase:
transition from outsider to insider
- Member adapts behavior and attitude to fit in
- Never static; always in flux
Assimilation Process; Content of assimilation process:
Role-related: skills, procedures, rules
- Communicated formally and informally
- Training programs
Culture-related: norms
-Rarely codified; usually communicated informally (observation, modeling, narratives)
Mentoring is valuable for all purposes and content
-Both directions
Assimilation Process; Employment interviews:
Three functions:
- Employer: recruit and screen new employees
- Potential employee: find out about the organization
- Socialization tool
Structured is better
-Questions: open versus closed, specific versus abstract
Interviewees shouldn’t assume passive role
Limitations: time, resources, abilities, risks
Assimilation Process; Organizational exit (decruitment)
- More important now than ever: fluid labor market
- Should be involuntary, controllable, and functional
- Poorly understood
- Process, not an event
- Influences both sides (E.g.: stress on those that remain)
- Rich communication required
Process
Providing internal complaint resolution processes and grievance procedures
Training all managers on employment law
Thoroughly documenting the reasons for all terminations
Evaluating employment practices for adverse impact
Exit Interview
Be aware of risks Useful for the organization, but not always for the exiting employee Your words may be used against you How valid are the data? You do not have to participate But, the employer may list you as a “would not rehire” when others perform a background check: “Burn bridges” issue Is the process anonymous? Confidential? System issue
All Interviews require a strategy:
Planning: define the goal: specifically
Poor: “Improve the worker’s attitude”
Somewhat better: “Teach the employee how to communicate with management”
Very good: “Supply several specific techniques and resources to the employee that will teach her how to respond appropriately to a variety of organization directives”
All interviews require analysis of the audience
Both sides should consider:
Knowledge level, self-concept of the other
You must appear informed, confident, respectful, prepared, etc.
Ask others, notice EVERYTHING, before and during the interview
Interview; Direct versus indirect example:
“Do you think I’ve fairly assessed your performance over the past few months?”
“If you were a manager here, what criteria would you use to determine an employee’s performance?”
Open-ended versus closed-ended questions
Guidelines for Survey Interviewing
Dress in a similar manner to the other If you are the interviewer: Follow question wording exactly Record responses accurately Probe for responses only when necessary Consistency issue Training for interviewers is critical
Hypothetical questions: what if…?
Reveal beliefs, attitudes, leadership and interpersonal skills
