Socialization of New Members Chapter 8 (pp. 139-155)

Socialization of New MembersSocialization of New Members

Chapter 8Chapter 8

(pp. 139-155)(pp. 139-155)

Organizational Challenges

We continue our investigation of organizational challenges by moving from . . . how to make the recruitment process more honest and realistic to . . . how to maintain a dedicated and loyal workforce through organizational socialization.

Preliminary Questions

Do new employees receive more information about the organization’s culture or initial job tasks?

What are the three “stages” of organizational assimilation?

Which is the “broader” concept, Assimilation or Socialization?

What are the two factors affecting socialization?

Overview

Assumptions The Need for Information Organizational Assimilation

Anticipatory Socialization Organizational Encounter Metamorphosis Criticisms of the Assimilation Approach

Organizational Socialization Factors Affecting Socialization: Loyalty & Congruency Socialization Processes

Assumptions Newcomers are confronted with situations characterized

by uncertainty and ambiguity (e.g., job duties, formal and informal role requirements, status differences, etc.)

Socialization occurs at two levels Organization attempts to social individual into the

organizational culture and to the requirements of her position and role

Newcomer attempts to influence the organizational situation Socialization is developmental and is relevant

throughout a member’s time with an organization Primary focus is on the efforts of organization to

socialize newcomers

The Need for Information

More information received about initial job tasks than about the organization’s culture

Top-down information contains directions about how to accomplish tasks, as well as a sense of the values and culture of the organization Task information is specific and narrowly defined Cultural information is vague and sometimes implied

Values, principles, environment, Value of collaborative work vs. individual effort

Information is often incomplete, distorted, and substitutions are often made

The Need for Information One of the major functions of communication is to reduce

uncertainty Karl Weick’s (1979) “Theory of Organizing”

Information Systems Approach to Organizations Focuses on the process of organizing rather than the structure of

organizations Organizing is equated with information processing Describes how people make sense out of confusing verbal inputs Organizing: Making sense out of equivocal information

Uncertainty denotes a lack of information Equivocality refers to ambiguity (too many possible meanings) When information is equivocal, people need a context or framework to help

them sort through the data Face-to-face interaction is crucial when an organization faces equivocal

information Communication strategies help increase certainty

“Difference Barriers” Race, gender, age, religion, ethnicity, disability, sexual

orientation, and/or language creates additional barriers to successful socialization.

Blank & Slipp (2000) “Buying In” NOT “Selling Out” Becoming Assimilated without Giving Up your Identity

Do not violate or contradict your fundamental value system Learn as a child, test as an adolescent, solidify as an adult

Do not perform a function or accept a position well beneath your talents Do not accept, without question, the culture of an organization that

flaunts its discrimination against or disrespect for your culture Do not give up too much of your culture during the assimilation

process

“Socialization Strategies & Options” Not accepted - seek employment elsewhere Remain in organization - dramatically change your style Adopt totally the organization’s values and politics Learn to adapt to the organization’s culture while maintaining your

own sense of identity Go as far as you can to fit in without giving up your core values and political

views Mutual accommodation between yourself and the organization

Traditional Organizations - precision & bureaucratic rules Humanistic Organizations - informal conversation Communicative Organizations - encourages specific

communication behaviors to improve work relationships Contain, cope, construct Promote Learning

Organizational Assimilation The process by which an individual becomes integrated into the

culture of an organization (Jablin, 2001) How well the new member adapts to norms of behavior and adopts

new attitudes valued by the organization Two dynamic interrelated processes

Planned as well as unintentional efforts of the organization to “socialize” employees (SOCIALIZATION)

Attempts of organizational members to “individualize” or change their roles and work environments to better satisfy their values, attitudes, and needs (INDIVIDUALIZATION)

Three Assumptions Individuals and Organizations are ACTIVE AGENTS Organizations are BOUNDED ENTITIES (boundary crossing) Assimilation occurs in PHASES

Anticipatory Socialization ~ Encounter ~ Metamorphosis

Organizational Assimilation Anticipatory Socialization

Newcomers form expectations regarding particular occupations and what it would be like to be a member of a particular organization

Two Forms Vocational Anticipatory Socialization - gathered during childhood & adolescence Organizational Anticipatory Socialization - gathered during interactions with potential

employing organizations (RJPs) Organizational Encounter (Entry Phase)

Newcomer confronts the reality of his or her organizational role Not yet an “insider” (uncertainty vs. information seeking) Not socialized by the organization Not individualized role requirements - affect organizational situation

Metamorphosis When new employees begin to change some of his behaviors and expectations in

order to meet the standards of the new environment Create an individual identity A time of ethical dilemmas

Criticisms of Assimilation Term is inappropriate and denotes “absorption into the

whole.” Does not indicate “Dual Agency” Negative connotations Socialization should be broader term? Involves interaction of socialization and individualization Stage model does not accommodate “irrelevant” workers

Organizational Socialization Represents the efforts of the organization in the

assimilation process The process by which an individual acquires the social

knowledge and skills necessary to assume an organizational role (Van Maanen & Schein, 1979)

The process through which newcomers become organizational members (Bullis, 1993)

Factors Affecting Socialization LOYALTY (moral obligation to organization) CONGRUENCY (core values of individual vs. core values of organization)

Socialization Processes Based on Loyalty and Congruency (Fig. 8.1, p. 149)

High Loyalty - High Congruence MOTIVATOR Maintenance

Low Loyalty - High Congruence ACTIVIST Utilitarian

High Loyalty - Low Congruence LOYALIST Guilt-ridden

Low Loyalty - Low Congruence LONER Protracted

Socialization Processes . . . are CRITICAL to the survival of the organization. allow new members more and more ACCESS to the

internal workings of the organization IMPACT uncertainty reduction, role ambiguity, and

turnover Effect of socialization on newcomer role response

Content - KNOWLEDGE base Ground rules for choosing particular solutions - STRATEGIC base Relationship of particular role to overall organizational mission - Explicit & Implicit

organizational mission, purpose, or mandate

Six Oppositional Pairs of Socialization Tactics

Six Oppositional (custodial vs. innovative) Pairs of Socialization Tactics

Collective (common experiences) vs. Individual (relative isolation) Formal (segregated) vs. Informal (not distinguished from other

members) Sequential (steps to be completed) vs. Random (ambiguous or

constantly changing steps to target role) Fixed (precise timetable) vs. Variable (no real cues) Serial (experienced mentor) vs. Disjunctive (no role model) Investiture (affirms personal characteristics) vs. Divestiture (deny

and strip away personal characteristics)

BOTTOM LINE: The type of socialization processes employed will affect the response of newcomers to their roles (custodial vs. innovative)

Socialization Tactics and Responses

This view of socialization represents a ONE-WAY view that minimizes the interactive nature of the communication aspects of these tactics and responses.

Tactics and responses are NOT CAUSAL

Assimilation and socialization depend on adequate information being shared

Critical to maintaining a dedicated and loyal workforce

Summary

Assumptions The Need for Information Organizational Assimilation

Anticipatory Socialization Organizational Encounter Metamorphosis Criticisms of the Assimilation Approach

Organizational Socialization Factors Affecting Socialization: Loyalty & Congruency Socialization Processes

Important “Take-Home” Strategies

Collect as much information (formal and informal) about the organization as possible

Managers must closely monitor new employee progress toward adopting the values of the organization (org I.D.)

Assess how much of your own culture you are being asked to set aside in order to adopt the culture to the organization

Managers need to consider each new employee and determine what approach will work best

The individual decides the degree of loyalty to give to a particular organization

SOCIALIZATION: SOCIALIZATION:

Socialization is a process by which a person learns the values, norms, and required behaviors which permit that individual to participate as a member of the organization (Van Maanen, 1975).

Socialization is characterized as a process by which new (and continuing) organizational members learn and adapt to norms, expectations, and perspectives of their organizations and its members (Jablin, 1984).

Socialization . . .Socialization . . . Requires active participation by organizational

newcomers

Occurs in stages

Results in specific outcomes (e.g., satisfaction, commitment, identification, retention)

Socialization Encounter ModelSocialization Encounter Model Environment

Influences both newcomer and organization

Individual Profile Interplay between individual choice, prior experiences

and situational constraints

Individual Expectations Individuals are aware of their own expectations (often

inaccurate and conflicting)

Socialization Encounter ModelSocialization Encounter Model

Organizational Profile Individuals receive organizational information which

are sometimes ambiguous and often broad in scope. Organizational Expectations

Attempt to change the individual to fit the role definitions of the organization (appropriate behaviors and functions are defined).

Organizational Learning Self-development and self-maintenance are achieved

through interactions between the organization and the individual

Socialization Encounter ModelSocialization Encounter Model

Metamorphosis (Change & Acquisition) The process by which an individual [student]

comes to appreciate the values, abilities, expected behaviors, and social knowledge essential for assuming an organizational role and for participating as an organizational member

The passage from newcomer to insider which occurs when they are given broad responsibilities and autonomy, entrusted with privileged information, included in informal networks, encouraged to represent the organization, and sought out for advice and counsel by others.

Environment Environment

Individual ExpectationsIndividual ExpectationsIndividual ProfileIndividual Profile

Organizational ProfileOrganizational ProfileOrganizational ExpectationsOrganizational ExpectationsOrganizational LearningOrganizational Learning

EnvironmentEnvironment

MetamorphosisMetamorphosis