HRM Orientation and Socialization FINAL

RUNNINGHEAD:ORIENTATIONANDSOCIALIZATION

Table of Contents Introduction..........................................................................................................................2

Orientation Benefits..............................................................................................................3

Socialization Benefits............................................................................................................5

Orientation and Socialization Challenges.............................................................................5

General Property Orientation...............................................................................................8Benefits for the Company.................................................................................................................9Benefits for the Employee..............................................................................................................10

Orientation Research Methods............................................................................................12

What Managers Can Do to Affect Employee Productivity..................................................14

Specific Work Group and Job Orientation..........................................................................16Orientation Techniques..................................................................................................................19Benefits for the Department...........................................................................................................20Benefits for the Employee..............................................................................................................21

Ten Steps in a Well-Designed Orientation Socialization......................................................21

Socialization.........................................................................................................................23Formal versus Informal.................................................................................................................25Individual versus Collective............................................................................................................26Sequential versus Non-Sequential..................................................................................................27Fixed versus Variable.....................................................................................................................28Tournament versus Contest............................................................................................................28Serial versus Disjunctive................................................................................................................29Investiture versus Divestiture.........................................................................................................31

Organizational Socialization................................................................................................32Elementary Socialization................................................................................................................33Organizational Culture..................................................................................................................34

Employee Productivity.........................................................................................................34SMART Goals................................................................................................................................35

Employee Performance........................................................................................................37

Orientation and Employee Productivity..............................................................................40

Orientation and Company Profits........................................................................................41

Socialization and Employee Productivity.............................................................................42

Socialization and Company Profits......................................................................................42

Conclusion............................................................................................................................43

References............................................................................................................................44

ORIENTATIONANDSOCIALIZATION

2

Introduction Employers of all fields are constantly searching for innovative ways to put their

employees in the best position to succeed. Through this process many strategies are

implemented in order to mold all-around employees. The question our group has been assigned

is how orientation and socialization impact employee productivity and company profits.

Increases in employees’ productivity are generally directly correlated with increases in

company’s profits. Over time, employee orientations have seen a great increase in quality,

importance, and relevance; thus, providing a much warmer and comforting welcome into a

possibly hectic and overwhelming work place.

The first step in thoughtfully answering the question presented is to clearly define

orientation and socialization. Webster’s College Dictionary defines orientation as, “an

introductory program to guide a person in adjusting to new surroundings, employments, or the

like” (Merriam-Webster’s collegiate dictionary, 1999). Additionally, “the ability to locate

oneself in one’s environment with reference to time, place, and people” is another definitely

commonly used to describe orientation (Random House, 1991 p. 954). From these definitions, it

is evident that orientation is a worldwide tool used to restore the quality of human resources as

well as assist new employees in motivating themselves for their future tasks. Orientation,

however, is an extremely broad term and throughout this report will be discussed in depth to

reveal how it can positively affect interpersonal communication in an organization (Random

House, 1991).

Another key term that will come into play is socialization. Socialization is defined as, “a

continuing process whereby an individual learns and assimilates the values and behavior patterns

appropriate to his or her culture and social position” (Random House, 1991 p. 1270). Apply this


3

analogy; orientation is hosting a party for socialization. Without the orientation process, whether

in the workplace or simply introducing two strangers in everyday conversation, socialization

would not necessarily be forced or suggested. Years of trial and error within the workplace has

led to the theory that these orientation processes are extremely beneficial and a true game

changer. In business, it is absolutely critical to gain a competitive edge over market competition.

More specifically to the hospitality field, there is a great amount of face-to-face, employee to

customer interaction.

Orientation Benefits

To better understand this topic as a whole, it is imperative to distinguish the main reasons

for holding employee orientation programs. Dennison and Weber listed the following as major

benefits of orientation:

1. Increases the skills of managers and employees

2. Decreases duplication and waste

3. Increases customer service and guest satisfaction

4. Improves the quality of products, safety, and sanitation

5. Improves employee satisfaction

6. Decreases turnover and increases productivity and profits

(Dennison and Weber 2015, p. 78)

Certainly the most important impact of orientation is increasing both the skills of

managers and employees. It is often overlooked in the orientation process; however, managers

are equally responsible for becoming a better employee to the organization through each

orientation session. It gives an opportunity for a manager to display their leadership skills while

also learning about their future employees and the current state of their organization. Consider


4

the orientation process as a first impression. If the new employee is greeted with an under

developed and sloppy orientation process then he or she may view the company as a joke and

work with less motivation, contrary to someone who was completely inspired and intrigued by

the event. Although vast in information and activities, an orientation process is meant to be

scheduled and practiced in order to be successful. The next important reason to consider during

the orientation process is the increase in customer service and guest satisfaction. The hospitality

field requires a great deal of guest services. With that being said it is extremely important for an

employee to be knowledgeable about the company they are working for and the services

provided. Guest satisfaction can be directly related to the level of knowledge and service

presented by entry level employees and without such orientation, entry level employees don’t

hold the common knowledge necessary to maintain a sinuously ran operation. Another main

reason for orientation is the presentation of hazardous work environments to employees. It is by

law and OSHA standards that all employees be completely aware of any danger they could

potentially put themselves in within the workplace. If not properly instructed and visibly posted,

an employer and owner can be legally responsible for any injuries or health hazards at a job.

Such cases have been known to absolutely destroy the reputation of organizations and it can take

years to recover. The safety of employees should be the greatest priority to an employer; in turn

the employees should feel safe and aware as well. Lastly, referring back to Dennison and

Weber’s reasons for orientation, one that really sticks out is the increase in productivity and

profits. Increased productivity generally results in increased profits, if business is handled

accordingly. Profits to an organization represent a scoreboard versus the competition. When a

team continuously loses, it loses support, morale and motivation. When employees are properly

and persistently taught the right way to do things at the beginning of their employment they are


5

valued as a trustworthy employee. More sound employees make better decisions and cut back on

their losses. The depletion of small everyday losses and an increase in employee confidence will

result in an immediate increase in profits (Random House, 1991).

Socialization Benefits

Socialization provides an opportunity to tighten an organization over a longer period. For

example, “as part of an overall socialization and training program for administrators it has the

potential of providing a way to develop commitment to the goals of the organization, a shared

sense of education philosophy, and specific administrators, it has the potential of providing a

way to develop commitment to the goals of the organization, a shared sense of education

philosophy, and specific administrative skills” (Peterson, 1986 p. 152). Socialization is a means

for generalizing all information for the masses. It is also used as a tool to share personal and

work goals as well as an image for how the company wants to be portrayed. A company’s

mission statement can be used as a staple in the socialization process as it defines who and what

the owner’s want to be.

Orientation and Socialization Challenges

There are potential challenges in the orientation process for both the employee and the

employer. Orientations can be overwhelming for some new employees because it contains a lot

of information. As stated earlier, this orientation event covers almost everything an employee

needs to know and there can be a lot of pressure to absorb all the information. Another potential

problem is quickly exposing introverts into a very social setting. A lot of people can thrive from

this first impression and some may crumble and set a bad impression due to their inability to

open up as quickly as others.


6

In order to make orientation more effective, employers have implemented multiple forms

of training evaluations. Dennison and Weber state that there are five result areas for summative

evaluations: Employee Reactions, Knowledge Gained, Behavior, Attitudes,

Productivity. Training is expensive so it's important to make sure time and money are being

spent wisely. A sample method for training productivity is, “measured by a decrease in

employee turnover, an increase in employee satisfaction, or increase in guest satisfaction. It may

also measure productivity through a decrease in costs and waste, decrease in labor costs, and

increased profit” (Dennison and Weber, 2015 p.88).

Orientation versus Socialization

Although orientation and socialization are very similar in their purpose and focus, there is

a clear difference between the two. For example, “socialization processes affect all employees,

because socialization ebbs and flows with transitions across different types of organizational

boundaries (Schein, 1971): (a) from outside to inside (organizational entry), (b) from lower to

higher levels (hierarchical), (c) from one type of job to another (functional), and (d) from being

on the periphery of power to the core of power (inclusional)” (Wanous, 2000). From the

information given, it is clear that socialization is a process that is continuous within a work

setting and requires great effort from all involved. Wanous broke socialization into four

departments: organizational entry, hierarchal, functional and inclusional. The girth of productive

workplace socialization takes place in the hierarchical and inclusional phases, especially in the

hospitality industry.

Wanous also noted that orientation is more focused and particular, also it is an event not

philosophy. There are many types of orientation, however the two focuses of this paper are


7

general property orientation and specific job orientation. General property orientation may

include company policies, mission statements, speeches by General Managers, property tours, a

free meal and team building activities. In addition to familiarizing the employee with the

broader work environment, managers participate in orientation to reduce employee turnover. The

expense of employee turnover is the greatest motive in operating a fully functional orientation

process. The hospitality industry suffers from employee turnover as much, if not more than any

other industry in the world. An influential orientation is a tool that can help to prevent these

losses because it is a guide for new employees to put them in the best position to succeed and

grow within the company.

Alternatively, many companies hold specific job orientations for particular departments

and designated positions. These are much more specific to the responsibilities and duties of an

employee’s average day of work. While being aware of a company’s mission statement is very

important in order to properly represent a company accordingly, specific job orientations are

much more significant in terms of immediate job security and success on the job. An interesting

statement on these types of orientation is, “The specific, program-oriented focus of orientation

avoids the main problem facing socialization researchers, i.e., when does socialization begin and

end, or does it ever end” (Wanous, 2000). This presents an interesting scenario. Socialization

begins the day the employee starts their job in a new organization and continues throughout their

employment. Integrating employee interaction in the workplace can be utilized as a network in

the mutual work community. Successful socialization in all lights is an everlasting process with

an everyday goal to be tighter, more confident and more efficient.

Reflecting back to specific work orientation, Dennison adds, “Orientation should

emphasize people as well as procedures and policies. Employees should have a chance to get to


8

know people and their approaches and styles in both social and work settings. Assign a new

employee with an experience person, but make sure the experienced person wants to mentor the

new employee, and make sure the mentor has interpersonal skills. This relationship provides

ongoing support” (Dennison and Weber, 2015 p. 81). Again we are presented with a very

important piece to the puzzle. The process of aligning a new employee with a mentor results in

the creation of special work relationships. Some people will be better mentors than others

exclusively due to character and personality types. Although an introvert may be extremely

knowledgeable in their field, they may not be an effective mentor. A good mentor can be

characterized as creating working relationships with the employee while making them feel

comfortable in the workplace.

General Property Orientation

As previously stated, general property orientation relates to the basic information a

newcomer needs to understand the broader organization. General property orientation includes

“(a) important policies and general procedures (non-job specific), (b) information about

compensation and benefits, (c) safety and accident prevention issues, (d) employee rights and

responsibilities, and (e) physical facilities” (Dennison and Weber, 2015).

There are many benefits and criteria when implementing general property orientation into

an organization. Large organizations typically have the human resource department and

immediate supervisors conduct the employee orientation. Small hospitality organizations

typically have the general manager conduct the orientation. Most of the content that is discussed

during orientation is very broad therefore they do not need a specialized employee to conduct the

orientation sessions.


9

Orientation can play a vital role in reducing employee turnover expenses. Some

hospitality organizations calculate an average turnover expense to be over $6,000 per employee.

Although turnover is inevitable in the service industry, taking the necessary actions to acclimate

a new employee to their new work environment may help reduce employee turnover in the long

run (Dennison and Weber, 2015, pg.81).

During training, a process called an organizational analysis takes place. One source

suggests, “Organizational analysis considers the appropriateness of the training process based on

the context in which the training will occur. An important aspect of organizational analysis

involves strategic planning and the identification of the KSAs that will be needed in the future.

Both internal and external forces will influence the training process and must be considered

when performing and updating an organizational analysis” (Dennison and Weber, 2015 p. 79).

The organizational analysis is a tool used by upper management to determine what training will

be necessarily and productive within a company’s budget. The ADDIE model is an important

tool associated with organizational analysis compiled of the following key components:

Analysis, Design, Development, Implementation, and Evaluation (Dennison and Weber, 2015).

Benefits for the Company

Provides a consistent message to all new employees

Employees get to know the company

Provides Introduction to the management team

Provides a memorable first impression

Builds a strong foundation of the company’s values and philosophy

Presents business goals and priorities


10

Provides a chance to start building the concept of teamwork

Lowers turnover

(Dennison and Weber, 2015 p. 82)

The table above shows just a few of the benefits a company has when providing thorough

orientation while also presenting and pushing the concept of socialization. Consistency and

persistency are a repeating quality in many of the noted benefits. Companies these days are

pushing to build a particular image and to accomplish a goal that all employees must know the

company and have an accurate image of the company’s values and corporate goals. These are

benefits to employers because they are building clarity about particular goals and the progression

necessary for growth. Team building games and activities may seem foolish at times but are a

great way to loosen everyone up; the first few weeks of a new job are stressful and this is a

means of stress relief. Employees are also presented with their rights and responsibilities.

During orientation employees may fill out tax information and personal contact information. As

previously stated, the benefit to an employer of decreasing turnover opens up many doors for

new opportunities and growth. Though not included in the list, orientation presents an

opportunity for employers to introduce new employees to potential opportunities such as

commission, bonuses and miscellaneous other incentives. These are just a few of the benefits

orientation and socialization bring to the employer specifically.

Benefits for the Employee

Provides an understanding of the company’s expectations about employee performance

Enables the employee to understand his or her value to the company


11

Builds self-esteem of the new employee

Ensures new employees know their importance to the operation

Provides a structured learning environment

Establishes early commitment to teamwork

Builds a foundation for employee motivation


The table above lists only a few of the benefits employees receive from the orientation

process. One that hasn’t already been touched on is the ability to enable employees to

understand their value to the company. This is the first opportunity for an employee to see the

basic breakdown and hierarchy of the company. It also gives the employee a realistic view on

where they stand in terms of importance and responsibility. The employees gain a great deal of

confidence, comfort and self-esteem after orientation. When an employee looks and feels good,

they perform better and are rewarded accordingly. Confidence is evident in body language and

the slightest advantage can set a new employee apart from the rest. Orientation is similar to a

relaxed classroom setting before the tour of the facilities. Tours of the facilities can help reduce

confusion when trying to navigate throughout different departments on the job. The hospitality

industry requires lots of cross-departmental communication and teamwork so having a base

knowledge of the area is advantageous. The early inclusion of teamwork sets a standard for

future orientation and socialization methods. Teamwork is one of the main goals of orientation

and socialization and progressive teamwork is the most common trait among successful

businesses.


12

Orientation Research Methods

Research shows that if employers are consistent with the view that socialization and

orientation is a learning process, attending a program that presents information about the

workplace and its environment should result in employees becoming more orientated and

satisfied with the workplace. An organizational-level orientation program will allow the

employee to better understand the work environment on a surface level. By integrating the

technical language and slang unique to the organization into the employee’s orientation will

allow for quicker orientation and socialization in the workplace.

“The orientation program given to employees should cover the organization’s mission

and principles in order for the organization’s goals and values, both formal and unwritten, to be

impacted” (Klein, 2000). If an orientation program is not job specific, the information learned is

unlikely to help new employees become more proficient in their job tasks (Klein, 2000).

There have been many studies regarding the different orientation and socialization

techniques used to integrate employees into the workplace effectively and efficiently. In 2000, a

study was conducted by Howard Klein and Natasha Weaver from The Ohio State University.

Klein is a professor of management and human resources in the College of Business and Weaver

was a graduate student at the time of the study.

Klein and Weaver wanted to analyze how different orientation techniques affected the

awareness and understanding the company’s goals and values. The study assessed the effects of

a formal, organizational-level orientation training program on the context of socialization content

and the affective commitment of new hires.

There were two hypotheses that were experimented to a great extent. One hypothesis

predicted that, given the goals of the orientation training program, employees that attended


13

orientation would be more acclimated and knowledgeable about the goals, values, history and

language of the organization. The second hypothesis predicted that orientation attendance would

be positively correlated to organizational commitment and in turn that relationship would be

mediated by the socialization of goals, values, history and language.

In addition to their hypotheses, the goals of the orientation program were to help new

employees feel more a part of the organization, learn more about the organization’s language,

traditions, mission, history, and structure, and better understand the organization’s basic

workplace principles.

After their predictions were made, they created a diverse subject group. This group was

chosen through multiple rounds of questionnaires and surveys until the group was narrowed

down to 116 newly hired employees. Of this group, 39% held professional positions, 36% held

clerical positions, 12% were in technical/paraprofessional positions, 9% were in administrative

positions, 2% were in skill craft positions, and 2% held service/maintenance positions. All

employees had a high school diploma, 41% earned a college degree and 28% received advanced

degrees. The subject group ended up being 83% white, 70% female, and had an average age of

35 years old.

The orientation technique they tested was a three-hour voluntary program that was open

to all full-time employees who were employed for less than six months. Over the next nine

months the program was offered with the same content, materials, and instructors. Although

registration was on a first come first serve basis, supervisors signed up their new employees and

employees interested in attending registered themselves after obtaining approval from their

supervisors.


14

With the hypotheses, control group, and an orientation technique in place, Klein and

Weaver set measures to compare to after completion of the study. These measures included

orientation attendance, employee tenure, and socialization. Orientation attendance was simply to

measure if the orientation program was attended. Employee tenure measured the number of days

the test subject was employed when the first questionnaire was completed. Lastly, the level of

socialization on three dimensions was assessed. These three dimensions included history,

politics, and language of the organization. Language in the workplace refers to how employees

communicate with each other verbally and nonverbally, slang used in the workplace, and body

language.

Through these studies, Klein and Weaver discovered program attendance did impact

socialization when referring to goals, values, and history of the organization, but not on the

language dimension. Orientation attendance was also concluded to be associated with higher

affective organizational commitment.

Proper organization socialization and orientation techniques have been linked to

important outcomes including increased organizational commitment, job involvement, role

orientation, and tenure. Organizations that provide a strong, organizational-level orientation

have been identified as benchmark companies for others to follow their orientation practices

(Klein, 2000).

What Managers Can Do to Affect Employee Productivity

When deciding what orientation method to utilize for incoming employees, it’s important

to understand employee motivation. In the workplace, motivation is often used to refer to

employee productivity and work performance. According to Abraham Maslow, the father of


15

Human Psychology, humans are driven by needs that lead to taking action. These needs then

guide their actions and determine the hierarchy of needs, otherwise known as the sources that

drive human motivation.

Maslow stated that people experience tension when a need is operating and motivation

leads them to fulfill that need. This can be interpreted into a business when discussing employee

motivation. The five ladders of the hierarchy of needs are Basic needs, Security needs,

Belonging needs, Esteem needs, and Self-Actualization needs (Maslow, 1970).

In terms of job orientation, every ladder can be associated with an incentive for

employees to work for a specific organization. Basic needs include good working conditions,

adequate salaries and a flexible work schedule allowing opportunities for vacations and time off.

Security needs are concerned with safety and risk avoidance. These include fringe benefits such

as health insurance, 401k and worker’s compensation, performance standards, and adherence to

set procedures. Social and Belongingness needs are associated with affiliation in the workplace.

A need to interact and be accepted by co-workers and upper level management and being part of

a team all form a sense of organizational belonging. Esteem needs are those that an employee

feels they need in order to be recognized. Employees at this level are motivated by opportunities

to display their skill, opportunities to achieve status and feel important, and have a desire to be

recognized and praised for hard work. Lastly, Self-Actualization needs are those that cause

people to have the urge to stand out. Work that is meaningful and challenging with opportunities

to be creative and innovative motivate people that strive for self-actualization (Maslow, 1970).

Adding onto Maslow’s hierarchy of needs, Fredrick Herzberg discovered there were two

levels of motivators. Upper level needs are considered Motivators and lower level needs are

considered Hygiene Factors. Motivators are related to the work itself and represent Esteem and


16

Self-Actualization needs where Hygiene Factors are peripheral to the work itself and represent

Basic, Security, and Social Needs. Motivators in the workplace are achievement, recognition for

accomplishment, challenging work, increased responsibility, and growth and development.

Hygiene Factors include policies and administration, supervision, working conditions,

interpersonal relations, and money, security and benefits (Herzberg, 1966).

When employees have an active need, they are driven to engage in behaviors that will

help them reach that goal or objective. Managers can assist with employee needs by ensuring

goal objectives are attainable to the employees. Additionally, managers should be aware of

employee needs and integrate that into the workplace and orientation programs. By conducting

surveys and questionnaires, employees are encouraged to give anonymous answers so managers

can learn about potential improvements that can be made in the workplace to cater to the

motivational needs of the workplace.

During specific work group and job orientation, all of these factors come into play. If an

employer understands the needs of their employees, they can plan an orientation training

program around what motivates them which ultimately results in satisfied employees and a

successful organization.

Specific Work Group and Job Orientation

Specific work group and job orientation is the first step when communicating the

organization’s culture and values to a new employee. This is used to help employees understand

many different aspects of the workplace. These include understanding the function of the

organization, how the employee fits into their job responsibilities, layout of workplace, and

introduction to coworkers and other people in the broader organization. The employee’s


17

supervisor conducts these orientations to ensure the content is specific to the employee and their

job responsibilities at the company (Dennison and Weber, 2015).

Employee job responsibilities may include meeting and making introductions to clients,

evaluating and analyzing documents, and setting up for events. Employee policies and

procedures include work hours, time clock operations, payroll, leave, breaks, smoking, employee

dining, and more (Woods, Johanson, Sciarini, 1992).

The layout of the workplace has potential to make or break an employee’s decision to

work with a company. In fact, many common offices today still have structured cubicles.

Although this may help maximize space and neatness in the workplace, it is not effective for

employee motivation. If an employee is stuck in a cubicle from the hours of 9 a.m. to 5 p.m.,

chances are they will be unhappy and less productive. However, it is slowly becoming more

common to have an open concept work environment with predetermined destinations for social

interactions. Google, Facebook, and Zappos have already integrated their employees in the

design process of the workplace. Giving employees free range to create a work environment that

best suits their personality results in increased motivation and communication between

employees.

It is important for companies to find a happy medium with the layout of the workplace.

Creating “collaborative spaces for employees to actively communicate with each other without a

lot of effort but still allow enough space for them to focus on their work without constant

distractions from coworkers” is very important (Brown, 2015).

Unlike general property orientation, specific job orientation refers to orientation

techniques that directly relate to job performance. During specific job orientation, employees are

introduced to the policies, procedures, rules and regulations of the workplace. Companies


18

introduce these into the workplace through employee handbooks relating to their job, the work

environment and location of equipment, and their department’s relationship to other departments

(Woods, Johanson, Sciarini, 1992).

Employee handbooks and manuals illustrate the expectations the employer has for its

employees. Providing employees a handbook during orientation or training allows them to

understand the boundaries of the workplace and what is expected of them in their job description.

Clear communication is key in all aspects of an organization. If the rules, regulations, policies,

procedures, and benefits are outlined in a general handbook, it will eliminate problems such as

liability and conduct performance during employment.

There are many key points to specific job orientation. Some of these include basic job

survival, introducing new employees to the workplace, as well as policies and procedures. Other

points of job orientation include assigning new employees to work with an experienced

employee and introducing employees to both information and people in a controlled manner

(Dennison and Weber, 2015).

During employee orientation, new employees should have the opportunity to get to know

their colleagues and understand their approaches and styles in both social and work settings.

Additionally, having an experienced employee mentor the new employee may result in a

supportive work relationship. If the mentor has positive interpersonal skills and understands the

dynamic of the workplace very well, the new employee may feel more comfortable coming into

an unknown work environment. Lastly, managers should be cautious as to not overwhelm the

new employee with too much information and introductions on the first day. The employee will

retain more and feel less stressed (Dennison and Weber, 2015).


19

Orientation Techniques

Ultimately, the goal of specific work group and job orientation is for the new employee to

feel comfortable with their new job. In orientation training, new employees get a feel for what

the company stands for, how the work is carried out and how to get along with colleagues.

Employers involved in a specific orientation program identify potential career tracks so that the

new employees understand their promotional opportunities and limitations while familiarizing

the employee with job responsibilities and work environment (Woods, Johanson, Sciarini, 1992).

There are many different orientation approaches that managers of companies should

follow. These approaches will help new employees start their job with a positive outlook. One of

the orientation techniques starts with welcoming the new employee. Managers may do this by

having a welcome party in the office after work on Friday to reinforce the new employee’s

enthusiasm for their new job position. When welcoming a new employee to the organization,

fellow employees and managers ensure they are entering a relaxing environment rather than a

hostile one. Helping the employee develop positive impressions about the employer is another

way to orientate the employee. A supervisor can do this through direct involvement. For

example, the supervisor may organize a team lunch on the employee’s first day so the employee

can feel that they are valued in the workplace. Another approach is to affirm the employee’s

decision to take the job. The employee should be reminded that they made the right decision

choosing to be employed with this company. New employees need to know their particular role

in the organization. To accomplish this, show the new employee the entire organization instead

of their individual working space (Dennison and Weber, 2015). Lastly, put the new employee at

ease. A manager should take the necessary actions to make the new employee comfortable with

the workplace and their colleagues (Woods, Johanson, Sciarini, 1992).


20

By attending orientation training programs offered by the company, employee’s

awareness and understanding of the company’s goals and values should be greatly increased

(Klein, 2000). “Although awareness does not assure acceptance, having those goals and values

presented and explained systematically and persuasively in a training program should facilitate

acceptance” (Latham, 1988).

Benefits for the Department

Provides consistency in employee training and development

Helps maintain resource availability

Helps to ensure quality service and meeting guest expectations

Ensures that standards are maintained

Provides consistency in staff performance

Ensures staff competencies

Provides the basis for smooth operations

(Dennison and Weber, 2015 p.82)

The chart above represents the benefits for the organization when conducting specific

work group and job orientation. When acclimating a new employee to the work environment,

the goal for all orientation techniques should result in the employee feeling excited and

comfortable with their new job. If an employee is confident in their abilities to perform a job,

the organization has accomplished their goal of employee satisfaction. When employees are

satisfied, there is a direct correlation between a reduction in turnover and an increase in

employee performance and company profits. The correlation between orientation, employee

productivity, and company profits will be discussed in a later section.


21

Benefits for the Employee

Teaches the new employee how to do the job correctly

Builds high morale among all the employees

Builds self-esteem by employee knowing the specific tasks to the job

Creates a team environment

Helps employees become productive more quickly

(Dennison and Weber, 2015 p.82)

The chart above represents the benefits for the employee during specific work group and

job orientation. Differing from general property orientation, specific work group and job

orientation focuses on orientating the employee to their specific job responsibilities rather than

the organization as a whole. This ensures the employee fully understands what is being asked of

them without confusion or misinterpretation of their job responsibilities. If an employee feels

they are well-equipped with the knowledge needed to perform job tasks, there is typically an

increase in motivation, self-esteem, and teamwork.

Ten Steps in a Well-Designed Orientation Socialization

1. Introductiontothecompany

2. Reviewofimportantpoliciesandpractices

3. Reviewofbenefitsandservicesthatareprovidedbythecompany

4. Benefitplanenrollmentforms

5. Completeemploymentdocuments

6. Reviewperformancestandardsandcompleteevaluationform

7. Setemployeeexpectations


22

8. Introducecoworkersandamentor

9. Provideatouroftheentirefacility

10. Showthenewemployeetheworkflowofthejob


Step 1 is key to making new employees feel confident in the organization they are

working for by instilling the pride of belonging and being a part of the company. Step 2 includes

standards of conduct, performance standards, the introductory period of employment, discipline

policy, and safety. Step 3 involves reviewing benefits offered to the employee. This is a very

important aspect to employee orientation. During this step the company discusses services that

employees might not consider benefits such as credit union, parking, food, medical care,

discount, and social and recreational services. Step 4 is completing the proper benefit enrollment

forms. These forms allow the employee ample time to discuss plan options with a spouse before

making a commitment. Step 5 is the completion of employment documents. These documents

include payroll withholding, emergency information, picture releases, employment opportunity

data, and other relevant documents. Step 6 is related to step 2 except the review of employer

expectations deals more with employer-employee relationships. Use of a performance appraisal

form makes a good topical outline for a discussion of employer expectation on teamwork,

working relationships, attitude, and loyalty. Step 7 discusses employee benefits in relation to

employer expectations. These benefits include detailed training and development, scheduled

wage and salary reviews, security, recognition, working conditions, opportunity for

advancement, educational assistance programs, counseling, and grievance procedures. Step 8

refers to introducing the employee to fellow workers by using nametags and buddy systems

around the workplace. Step 9 introduces the employee to the organization’s facilities through


23

multiple tours. It is more effective to introduce the employee to the facilities in breaks rather

than all at once, starting with the immediate work area. Lastly, step 10 introduces the employee

to their job. The manager should be prepared to have the new employee involved in the work

flow on the first day of employment (Smith, 1984 p. 48).

The ten steps to a well-designed orientation are implemented in order to provide a smooth

transition into the workplace. No matter the status of the position, hourly, salary, or CEO,

everyone should be oriented and welcomed into the workplace. Differences may arise since

employees will be assigned to different tasks in different locations within the organization.

Overall, the orientation should follow these ten steps no matter the position of an employee in

order to ensure a successful orientation. Orientation can be costly, but if done properly it is an

easier route that will help with turnover rates. The entire process is intended to motivate and

inspire the new employees to want to work for the company and know that they are a vital asset

to the team (Smith, 1984).

Socialization

Socialization is one of the major keys to creating a comfortable and efficient workplace.

Orientation sets the employees up for their everyday tasks and how the company runs whereas

socialization introduces the values, norms and behaviors that are consistent with the success of

the company. Socialization is an ongoing process that is vital when making new employees feel

comfortable and suppress their potential anxiety. Researchers have discovered several ways that

have panned out to be effective and create a well rounded work environment. When employees

are socialized properly, as they enter the work place research has shown that socialized

employees are more productive than those who are not socialized properly. When employees are

effectively socialized, turnover is reduced and cohesiveness in the workplace increases.


24

Researchers have also found that profitability, reduced absenteeism, loyalty and employee

performance is increased when socialized properly (Woods, Johanson, Sciarini, 1992).

There are four dynamic stages when socializing employees: (a) welcoming employees (b)

understanding the organizations history, values, and purpose; (c) implementation of a realistic

orientation program that addresses the stress new employees feel; and (d) immediate connection

with a person in a similar role or mentor. Welcoming new employees ensures the employee feels

appreciated and part of the team. Companies also have been known to create welcome baskets to

show that the employee is a valued member of the team. Sometimes there are even dinners

hosted to show that the company is excited for them to join their team and that they are eager to

see what they can bring to the table. Being able to create a connection to the company is very

beneficial for the employee and the company. Companies must be sure to educate new

employees on the values, history, and purpose of the company. This is one of the most important

aspects when socializing. Hosting an orientation that focuses on socialization and reducing the

stress of the new employee is extremely important. It is highly beneficial for employees and

company if employees make connections with their colleagues. This allows employees to have a

working relationship with others as they are integrated into the team setting of the work

environment.

After determining the culture of the company, socialization strategies may be

implemented. There are seven common socialization strategies the company may utilize

dependent on the nature of the organization. The different strategies have different effects on the

employees and how they react to the socialization depending on the company. Critically, across

dimensions, the strategies are not mutually exclusive. In practice, they are typically combined in

various and often inventive ways (Maanen, 1978). “Thus, although each tactic is discussed in


25

relative isolation, the reader should be aware that the effects of the various socialization

strategies upon individuals are cumulative-but not necessarily compatible (in terms of outcome)

with one another” (Maanen, 1978).

Formal versus Informal

The first strategy to choose from includes formal versus informal strategies. During

formal socialization the newcomers are completely segregated from other organizational

members. When companies take the more formal approach the new employees tend to have more

stress in their attitudes and values (Maanen, 1978). A company’s concern for the recruits

learning the appropriate demeanor and stance causes the recruits work on preparing a person to

occupy a particular status in the organization stressful. Typically, formal socialization is the first

step before the company introduces the more informal socialization. This wave stresses the basic

skills and attitudes that are expected within the workplace. Then when the second part is started,

the more informal socialization starts when the newcomer is placed in their position. Types of

informal strategies the new employees are included with the older members and the sessions take

place in the natural environment where they will be working everyday. Thus informal

socialization procedures are analytically similar to the familiar trial-and-error techniques by

which one learns, it is said, through experience (Maanen, 1978). This is more of hands on

approach and somewhat quickly introducing the workplace and procedures to the new

employees. When making the choice of a formal strategy forces all newcomers to endure,

absorb, and perhaps become proficient with all the skills and materials presented to them, since

they cannot know what is or is not relevant to the job for which they are being prepared for.

Although this is informal it also gives the newcomer the opportunity to see how the work place


26

operates in its natural environment. There are always pros and cons to different strategies but the

employer must pick the strategy that suits their company the best.

Individual versus Collective

The second strategy to choose from is individual versus collective. Employers either host

the socialization process as an entire group or the employee goes through the training alone.

This is one of the most crucial decisions when deciding how employers are going to socialize an

employee to a new company. When hosting collectively the employees tend to feel more

comfortable because they feel that they are all “in the same boat”. This changes their perspective

to understand that everyone is facing the same thing. Although these strategies tend to make

employees more comfortable in the workplace, it has potential to cause deviation from the

structure managers have put into place. Group socialization can also promote and intensify agent

demands. Group socialization is more cost effective and easier for larger companies who hire

higher amounts of new employees yearly. Since the employee only has access to the perspectives

of the socialization agent, they may not fully apprehend or appreciate the immediate problems of

the individual. Socialization from an individual standpoint allows the newcomer to adopt views

that are most beneficial to their position. Individual analysis can result in deep changes but they

are solitary changes that depend solely on the mutual regard and warmth that exist between agent

and recruit; there are no other employees or outside factors making these changes. Typically,

when one person is responsible for socializing new employees the become a company role

model. A role model is someone that the company wants employees to look up to and perform

their jobs in similar ways. Individual socialization is expensive in terms of time and money;

when there are failures it is hard to recycle and or save them. Individualized styles attract smaller


27

businesses, as it would not be feasible with a very large company. Collective and individual

socialization have many differences but all have one unifying goal of ensuring the newcomers

understand the values, behaviors and attitudes that are practiced within the company (Maanen,

1978).

Sequential versus Non-Sequential

The third strategy consists of sequential versus non-sequential. This is where newcomers

either go through noticeably different stages of development or a single transition stage. A

sequential strategy requires the employee to pass in order to achieve a defined status within the

organization. For example, a company may have certain stages that must be passed in order to

qualify for a particular position. These stages may include completing courses, academy’s, and

training. Each of these stages ranges from general socialization of the company with a specific

order of each task to having no order at all. Every company is different and will choose what

suits them accordingly. When stages are required some candidates learn information better than

others permitting to their interest. When going through a sequential socialization keeping a

schedule is vital to the success of the process. Being prepared and ready for the next step in one’s

career is vital; sometimes employers force pressure upon employees to move up or move to a

different department. That is why having stepping stones is important to make sure the

employee is ready to move on when asked. Then there is non-sequential where an employee

transitions in one stage and there is no step-by-step process that is required to be passed before

moving on to the next stage. Having the transition in one stage can save time but also leave room

for a lot of questions and error (Maanen, 1978).


28

Fixed versus Variable

The fourth strategy is fixed versus variable strategies. Fixed strategies have specific time

tables for certain types of training and when they must be completed. The recruit will know

exactly how much time it will take to complete the socialization process. Fixed processes

provide chronological reference points that allow people to observe passages ceremonially and

hold together relationships forged during the socialization understandings. However, variable

strategies are not on a time schedule. These strategies are somewhat on a case-by-case basis and

is based off of when the recruiter thinks the recruit is ready to move forward. Some companies

tend to form a “sentimental order” where there is no formal order but the order, which the stages

typically happen, and the employees know and pick up on the order, as they are being socialized

and exposed to other employees. A great example of both variable socialization and

“sentimental order” is a vertically oriented business career. This process is organized by certain

steps and accomplishments that must be made before moving up in the organization. Although

the administration risks creating an organizational situation marked by confusion and uncertainty

among those concerned with their movement in the system, the variable socialization process

gives an administrator a powerful tool for influencing individual behavior (Maanen, 1978).

Tournament versus Contest

The fifth strategy is tournament versus contest. Tournament socialization is where the

newcomers must win in order to move on to the next part. The only way to move on is to win or

the employee is eliminated. Tournament style socialization is more relevant in large companies

but large companies also practice contest style as well. Tournament strategy dictates that even

among the “high potentials” once someone is dropped from the fast track they can’t get back on


29

it. As an employee moves through higher levels in the organization, the tournament strategy

becomes even more extensive. The point here is simply that the tournament socialization process

(particularly if an extreme version is used across all levels in an organization) has widespread

consequences if one does not succeed. Since the tournament track is so intense most employees

going through the process act as they are told to and do not take any risk due to the chance of

losing.

During a contest type of setting the new employees get multiple opportunities to succeed

in the training process. The outlets of movement through the various socialization programs are

kept open and depend on the observed abilities and stated interests. This style also cuts out

major distinction between superiors and inferiors who are currently standing at the same rank.

Contest style keeps several channels open during the socialization and progress is observed and

determined on a case by case basis. This style does not preset norms that prevent employees

from transitioning further into the company. Once employees have progressed into the

organization, instead of requiring tests, some organizations have moved toward providing

employees with other alternatives. These alternatives include offering more reliable career

information and voluntary career counseling to assist in the employee making knowledgeable

choices about where to go in the organization. Researchers have come noticed that employees

who go through a contest style socialization are better participants that are more cooperative and

willing to contribute among other employees within the company (Maanen, 1978).

Serial versus Disjunctive

The sixth strategy is serial versus disjunctive. Serial strategy involves current members

teaching new employees “to act as we act”. Disjunctive strategy allows for new behaviors to be


30

developed. Serial strategy includes a new employee being guided by an experienced member of

the company who also has a similar role as to what the newcomer will be demonstrating when

officially starting their job. By pairing a new worker with an experienced worker almost

guarantees that the company is proficient in their techniques and will keep its socialization

tactics for many years to come. Having someone that is available to lead the new employee to

success and happiness within the work place is a serial strategy. Disjunctive strategy is when an

organization does not have someone that is capable to guide a new employee to success.

Disjunctive strategies give the new employee the opportunity to build their own paths, bring

innovation and new spirit to the workplace. This prevents too much conformity within the

workplace and allows the employee to create a fresh perspective which is hard to keep when

entering a workplace where the people are already set in their ways. Disjunctive and serial

strategies can be determined by different stipulations; it all depends on the eyes of the beholder.

Some scenarios that may seem serial to one person, may be considered disjunctive to others.

Also, the way the employee inherits the training is how the trainee views the socialization. When

entering the work force and actually interacting with fellow coworkers that are more

experienced, employees may feel the training is useless. That is why worker familiarity is very

important and highly recommended when training and socializing new employees during the

serial process. The first set of employees usually set the precedent for the next employees to

come. There will be some variation in the years to come but it makes it easier for new workers to

bond and learn from people have been in their situation. From this perspective, serial modes of

socialization provide newcomers with built-in guidelines to organize and make sense of their

organizational situation. Serial strategies can amplify the sometime hard situations in the

workplace causing high turnover and low employee morale (Maanen, 1978). “The analytic


31

distinction between serial and disjunctive socialization processes is sometimes brought into sharp

focus when an organization cleans house, sweeping old members out and bringing new members

to replace them. In extreme cases, an entire organization can be thrown into a disjunctive mode

of socialization, causing the organization to lose all resemblance to its former self” (Maanen,

1978). This causes corporations to somewhat lose their old ways and create an opportunity to

start fresh and construct a new environment.

Investiture versus Divestiture

The seventh strategy to choose from when creating a socialization program is investiture

versus divestiture. Investiture is the process of giving information to the new members and

divestiture is when the old habits are taken away (Woods, Johanson, Sciarini, 1992). The

investiture process exploits the tools and characteristics the new employee already posses to

utilize these skills in the new workplace. This type of strategy strives to maintain the qualities

the new employee acquires and to take full advantage of their experience and work techniques.

Most trainers when using this process welcome the guest with the “I like you, how you are

attitude, do not change” mindset. Everyone on staff makes sure the new employee feels

welcomed and all their needs are met (Maanen, 1978). “Orientation programs, career

counseling, relocation assistance, even a visit to the president’s office with the perfunctory

handshake and good wishes, systematically suggest to newcomers that they are as valuable as

they are” (Maanen, 1978).

Divestiture is the opposite and will try to strip away some of the characteristics that the

incoming employee already obtains. This strategy is more extensive in the sense of not being

welcomed immediately and forced to sever old relationships. Divesture may also lead to


32

employees being harassed by older employees until they are accepted into the workplace.

During this long process that also calls for low pay, low status and sometimes dirty work the

newcomer is eventually granted informal and formal credentials within the office. Some areas of

work that experience this strategy are professional sports teams, the military, college professor

and several more all typically go through divestiture socialization to gain their credit and respect

with the other staff or team members they are working with. Many organizations require a

recruit to pass through a series of vigorous tests in order to gain privileged access to the

organization. Although this process can be time consuming and difficult there is a sense of

closeness and mutual concern for one another. “The trip provides the newcomer with a set of

colleagues who have been down the same path and symbolizes to others on the scene that the

newcomer is committed fully to the organization. For those who complete the ordeal, the gap

separating recruits from members narrows appreciably while the gap separating” (Maanen,

1978).

Organizational Socialization

After selecting the strategy that work best for the workplace, the supervisors decide who

is going to socialize the newcomers. Typically, an organization wants the best managers and

employees to socialize the new employees so they will act and perform the way the employees

training them do which may result in a win-win situation. When asking a marginal employee to

socialize the newcomers, the marginal employee tends to improve their own skills as the new

employee learns about the company. However, this is not always the case. When training

someone new, their positivity and excitement can wear off on the employee that is socializing

them making both of their productivity and loyalty rise. Another aspect researchers have found


33

affective is socializing in groups, while in a group the newcomers learn the ropes faster. When

implementing the seven strategies within an organization, socialization is important to ensure the

company is utilizing proper strategies that best suit their needs.

Elementary Socialization

The elementary socialization is a process within socialization as a whole but mainly

prioritizes on introducing newcomers, making sure they are familiar with the different

departments, organizational atmosphere, culture and familiarity of the human resource policies.

The manager or whoever the company puts in charge of the elementary process of socialization

facilitates activities to make them feel welcomed and more familiar with the work environment.

Theses activities and processes in general are very important, especially on the first day, to

ensure the new employee feel as relaxed as possible. On the first day, employers typically want

the newcomer to learn the goals, rules and procedures of the organization and to clear up any

questions they might have regarding the company. Employers also want to make sure employees

are familiar with the payroll, recruitment, benefit, and overtime pay policies. After the behind

the scenes and paperwork is covered, it is essential to give them a tour of the facility and explain

what their duties and responsibilities will be once they start working. Going along with

introducing the employees, it is also important to introduce them to as many people within the

organization in order for them to feel apart of the team. The elementary side of the socialization

process is vital to ensure they know the basics of the company and feel they are accepted (Syd,

2009).


34

Organizational Culture

The culture of the workplace is important to all employees. When a new employee joins

the workforce it is essential to make sure they understand and get a feel for the culture of the

organization. The culture outlines the values, norms, customs and behaviors of the employees

within the company. By teaching the new employee the culture of the workplace increases

productivity and profitability. It also improves employee performance and stability for the entire

organization (Abaspoor, 2008).

Employee Productivity

Productivity is defined in multiple methods. “Productivity is the amount of goods and/or

services produced per hours of human labor” (Fleishman, 1982 p.13). Employee performance is

affected by many tasks at hand and has a direct relationship to employee productivity. Much of

which are if the environment is stable, healthy, how much employees get paid, and more. It is

said that in businesses and economic circles, that more productivity, the better. There are three

kinds of productivity and they depend on where the observer looks and if they are influenced by

the consequences of productivity that is increased or decreased. The first kind is technical

productivity, which is associated with the workplace and concerns of direct goods or services

that are produced by people or groups of people that have access to tools of the workplace. Most

tasks are discussions that are concerned with the levels of productivity and how to enhance it.

Secondly there is economic productivity, which with greater investment in the workplace for

technical productivity can have end results with increased costs for the goods and services

produced. Lastly, social productivity is defined as the desirability and/or usefulness of the

products or services produced (Fleishman, 1982 p. 13). Productivity and performance must take

into account the three levels, technical, economic, and social. It is rather easier said than done.


35

The higher employee performance is, the higher the outcome of the task will be. Involved

recruits that approach their job tasks with drive, allegiance, and application are going to be more

accessible to fresh information, increase their productivity, and more willing to go the extra mile.

Moreover, engaged workers take the initiative to change their work environments in order to stay

engaged (Work Engagement, Job Satisfaction, and Productivity—They’re a Virtuous Cycle).

SMART Goals

Goals develop in the workplace when there is a clear vision of the overall project or

procedure that needs to get accomplished. One strategy that is commonly used in the work place

is the five set technique known as SMART Goals. This strategy for managing people mainly

focuses on handling groups that are based on their capability to manage individual and group

goals. The five-part strategy stands for specific, measurable, achievable, realistic, and time.

With open communication and team effort coming up with these goals should be simple.

Interaction among the employees is a solid way to start this process. “The greater the total

amount of consultation, two-way communication and questioning during discussion prior to team

performance, the greater the effect on team performance above and beyond expected from

individual member scores. As for patterns of interaction, the observed verbal conflict before the

team effort, the less the team is effective. As for outcomes of interaction, the more modeling of

one member’s behavior by another, if the model was above average in individual task

performance, the greater than expected would be the team’s performance” (Fleishman, 1982 p.

199). By using the interaction process as a guide, the employees in the workplace can set goals

to be achieved. “Directive clarifying team goals give rise to team properties. With clear goals,

the group is likely to be composed of members more purposively selected. Their training is


36

likely to have been more relevant” (Fleishman, 1982 p. 208). For instance, a team that is given

unclear goals will be more likely to organize itself with less significance to the team task

necessities. Some confirmation shows that if a group is indefinite that they will fall into an older

structure that has not worked in the past. Whenever the group is faced with unexpected

problems or a need for a change, the goals should be worked on to create fresh ones and old ones

should be abandoned. (Fleishman, 1982 p. 209).

Setting SMART objectives should not be too challenging. However, the objective setting

process is challenging for most individuals, especially people who have never set objectives

before. The process should be as simple as sitting down with the workplace group i.e.

employees and writing out objectives and asking the certain questions. From that answer comes

the core for setting the individual's objectives. “For example, if the departmental objective is to

improve the customer satisfaction score, the team can work on providing more self-service

information to reduce the number of calls and call wait-time or offer tools to improve customer

service levels by clarifying how to communicate with a customer” (Use SMART Goals to

Launch Management by Objective Plans). S stands for Specific: There are many factors that

should be mentioned in the objectives that are set in order for them to be effective. Objectives

should be detailed to get an exact outcome that the company aims for. In other words, they

should pronounce the definitive outcome. M stands for Measurable and is more particular. This

trait is used to create objectives and define whether the person or group can meet the objective or

not. A is Achievable: The next significant element to setting these goals is if they can be

achieved. This is crucial in planning by objectives because if the overall goal cannot be

achieved, why set it? “For instance, an objective which states "100 percent customer

satisfaction" isn't realistically achievable. It's not possible to expect that everyone must be 100


37

percent satisfied with their service” (Use SMART Goals to Launch Management by Objective

Plans). A goal set with reasonable percent improvement in customer satisfaction is realistic.

This goal may not be achievable if it's assigned to the wrong person. R is Realistic: Realistic

objectives are objectives that distinguish features, which cannot be exact. In other words,

realistic goals are potentially challenging but not to the extent that the chance of fulfilling them is

slim to none. They can be accomplished with the tools that the person claims. The final letter is

T, which is Time: In other words, it's not simply “improve customer service by a realistic

percentage”. This is the final anchor in making the objective real and tangible. The obscure date

is the date of the next review, when the employee will be held accountable for the goals that

they've set through their objectives (Use SMART Goals to Launch Management by Objective

Plans).

Employee Performance

Employee performance begins with motivation. There are many motivation strategies in

which managers in the workplace can set for employees to perform their job better. Motivation

is an internal characteristic that begins with self-awareness, self-assessment, and self-

management. Self-awareness is having a clear and honest perception of one’s personal traits.

These traits include strengths, weaknesses, habits, beliefs, emotions and thoughts.

Understanding one’s personal traits allows employees to adjust to the workplace and assists in

understanding how to work well with others. Assessments are another tool that may be used to

evaluate employee motivation and performance. These assessments are voluntary but help the

organization inform employees of company values. Values can be places into two categories,

intrinsic and extrinsic. Intrinsic values are defined by those that come from internal


38

characteristics and extrinsic values are defined by those that come from the outside environment.

If an employee is confident in their abilities, they tend to perform better which may result in

increased salaries and promotions. Self-assurance is another aspect of employee performance.

Self-assurance models high levels of effort resulting in high levels of performance where

positive outcomes and satisfaction are produced. Effort is the employee’s belief about whether

or not they can accomplish what is expected of them. Self-motivation is another important

aspect that involves the individual’s relationship between effort and performance. The employee

can then depict if the performance will lead to desired outcomes. It is stated in different ways, “It

is the relationship between “what to do” and “what to get”. It is the belief about outcomes

following performance. It is the belief about the answer to the question, Will I get what I

deserve?” (Green, 1992 p. 2). Once the employee can portray if their performance will have

outcomes, they need to establish if those outcomes are going to result in satisfaction. “It is the

belief about how much value to outcomes will have in the future when they are received, rather

than what their value is now. It is the belief about the answer to the question, Will I like it? All of

these statements emphasize the relationship between outcomes and satisfaction” (Green, 1992 p.

3).

Employee performance is more than just motivation. The effort that comes from

motivation is not the only determining factor of performance. There are required skills

employees need in order to perform the tasks at hand. A motivated employee with no skills

cannot guarantee to perform well. Secondly, the work environment must be supportive and

contain necessary tools for good working conditions. Resources such as budget, time,

information, manpower, equipment and supplies are some of the tools needed. Overall,

“performance is a function of effort, skill, and environment, where effort is a function of


39

motivation and where motivation is will lead to performance, performance will lead to

outcomes” (Green, 1992, p. 5). Performance equals effort, skill, and environment, where effort

measures the motivation and motivation is measured by effort, performance, outcomes and

satisfaction.

The outcomes that result from employee performance come from two sources. One

source is the outside elements such as the work environment. As a manager at a company, there

is limited control over the characteristics of the workplace. “Although some outcomes are

satisfying because they have direct value to the employee (like praise and recognition), others are

preferred because they lead to an other outcome. That is, one outcome may be instrumental in

the attainment of some other outcome” (Green, 1992 p. 6). For example, a pay raise allows an

employee to binge out and/or purchase a lot of new amenities for themselves. Due to the fact

that intrinsic outcomes are doing the work themselves, the employee has total power for

administrating how to get to the final outcome. Therefore, intrinsic outcomes will relate back to

the performance of the employee (Green, 1982). “Another relationship influences the

employee’s motivation, too. Not only is the effort-performance-outcomes-satisfaction chain

directly related to and determined by the employee’s motivation, but the employee’s motivation

is also influenced in large part by what happens tin the chain of events” (Green, 1982 p, 6).

Business leaders know that the driving force for most employees is money. This is a

motivator and the main reason people work. Without the award of money, humans would have

less interest in employment. Currently, there has been an increasing obligation of how human

resource exercises are directly linked to revenue and profit margins. Research shows great

results with utilizing human resource practices in correlation to performance in the workplace.

Areas such as employee retention and branding, leadership development, hiring new employees,


40

performance management, recruiting, and talent management to name a few. The recognition

from the HR practices is causing attention from executives, which has led to some addition value

to their balance sheets. Managers and leaders of many companies are looking at techniques to

measure and explain the importance of their employees and their human resource exercises.

“For most HR professionals, none of this is new. HR metrics are significant part of the

profession’s body of knowledge. But growing appreciation of the value of these measures of HR

effectiveness by business leaders and business analysts outside HR will highlight them even

more in the years ahead” (Schramm, 2012). The practices with the biggest impact will be

studied closer. They will eventually influence the human resource strategies of companies all

around the world. Leaders in the businesses will begin to provide additional time and money to

shape the skills that are used by vastly skilled human resource teams and will effectually arrange

high-impact practices. The opportunities for the business leaders of future human resource

specialists are high. Human resource authorities will need to grow an understanding and

communicate about the return on investment for the main practices that are currently being used

(Schramm, 2012).

Orientation and Employee Productivity

Orientation is defined as the resolve of the virtual position of something or someone,

particularly oneself. In human resource management, the introductory phase is the process of

fresh employee accommodation. There are objectives of orientation that include guaranteed

employee commitment, reduction in the employee’s anxiety and stress level, assistance in

understanding the expectations they are held to at the organization, and lastly, convey what they

expect from the job and the establishment they work for. (What Is Orientation? Definition and


41

Meaning). The orientation that someone takes place in has a relationship to the productivity

one’s organization has. There are two major determinants for productivity. “With the advent of

computers the terms input and output have become very familiar. Output is what one gets out of

a system, a task, or an employee. Input consists of those things one needs to put into the system,

task, or employee before output will occur. The productivity of employees is a question of

output” (Champagne, McAfee p. 2). By offering orientation programs in the workplace, the

company maximizes employee productivity because employees feel comfortable and motivated

by the factors previously mentioned in this report.

Orientation and Company Profits

Another factor to seek a good increase in employee productivity is how much they are

getting paid. Company profits come from a lot of different factors in the orientation of a work

place. "To help maximize profits, the manager will need to determine total labor hours. Again,

the manager will depend on productivity standards and history. Once the manager has this

information, the manager will be able to stagger the schedule and maximize profits. Once the

manager has determined total labor hours, the manager will be able to calculate a budget for

labor dollars. The easiest way to do this is by taking the total labor hours times the average wage

of servers", (Dennison and Weber 2015). The best way to evaluate and make sure the schedules

are developed fairly is by using software programs that help make calculations for them. To

predict this, it is essential to be accurate. Information that is accumulated from previous periods

is the best source to use. Businesses tend to make predictictions by using the previous year's

data, last month's data or the previous week's data. Whichever one they use, the business wants


42

accuracy. Hospitality industries tend to use their sales information to determine the number of

guests will take a visit to their business (Dennison and Weber, 2015).

Socialization and Employee Productivity

Socialization is “The process in which employees learn what is expected of them at

specific tasks and behaviors of their job,” (Woods, Johanson, Sciarini, 1992 p. 179). There is

more than just one way that mangers should choose from a variety of socialization methods and

from there decide what is the best for the company and the employees that work there. When the

employees are acclimated with their surroundings, adjusted to their manager, and understand

how things are formatted in the business, the productivity of the employee grows. Productivity

starts with an assessment of the productivity of a worker or group. Productivity can be

appraising in terms of the production of the employee during certain time period. Socialization

and employee productivity have a direct relationship because being social with a group of people

can affect the productivity levels when working in a group setting than individually. In the

hospitality industry it is common to work with a group in many segments so the employee needs

to know their tasks and how to behave on their job to get it done.

Socialization and Company Profits

Profit and production costs affect businesses because they have a strong influence on

cash flow and the overall health of a company's business model. “The more revenue you generate

and the less you spend, the greater the amount of revenue you'll have for financing day-to-day

operations and also for paying yourself” (Gartenstein). Although there is a link between profit

and cash flow doesn’t mean there is a direct correlation. It may mean that the money the


43

company is generating is being used to pay off debt. If the business is earning a profit and is

given a certain amount of time, the business must work with the capital they are provided with.

“Profit is the amount that your business ultimately earns, after subtracting expenses, such as

operating costs from gross revenue. Earning a healthy profit is essential to the healthy operation

of any business. Profit provides you with the money to pay your expenses, pay yourself and pay

off debts and invest in growing your company,” (Gartenstein).

Conclusion

Orientation and socialization affect employee productivity and company profits both

positively and negatively. Orientation and socialization are vital to ensuring the employees are

integrated into the workplace smoothly. Depending on the workplace environment, general or

specific orientation techniques may be utilized. The type of orientation a company chooses to

implement is dependent on many factors including company needs, employee personalities, and

turnover rates. Orientation focuses on increasing the skills of managers and employees whereas

socialization allows employees to build relationships. Integrating these techniques in the

workplace can reduce turnover and create an enjoyable environment to work in. If orientation

and socialization processes are performed properly, they will provide a competitive advantage

over opponents within the market.


44

References

Abaspoor A (2008). Advanced Human Resource Management, Samt issuances, Third edition, p.

154-158.

Brown, B. (2015, June 23). How Office Layout Affects Employee Morale & Performance. Office

Chat.

Champagne, Paul J., and R. Bruce. McAfee. Motivating Strategies for Performance and

Productivity: A Guide to Human Resource Development. New York: Quorum, 1989.

Print.

Dennison, D. F., & Weber, M. R. (2015). Strategic hospitality human resources management.

Fleishman, E. A., & Dunnette, M. D. (1982). Human performance and productivity. Human

capability assessment (Vol. 1). Hillsdale, NJ: Lawrence Erlbaum.

Gartenstein, D. (n.d.). How Does Profit and Production Cost Affect the Business? Retrieved

April 13, 2016, from http://smallbusiness.chron.com/profit-prodution-cost-affect-

business-41985.html

Green, T. B. (1992). Performance and Motivation Strategies for Today's Workforce. An imprint

of Greenwood.

Herzberg, F. (1966). Work and the nature of man. Cleveland: World Pub.

Klein, H. J., & Weaver, N. A. (2000). The Effectiveness of an Organizational-Level Orientation

Training Program in The Socialization of New Hires. Personnel Psychology, 53, 49-55.

Latham G.P., Erez M., Locke E.A. (1988). Resolving scientific disputes by the joint design of

crucial experiments by the antagonists: Application to the Erez-Latham dispute regarding

participation in goal setting. Journal of Applied Psychology Monograph, 73, 753-772.


45

Maanen, J. V. (1978). People processing: Strategies of organizational socialization.

Organizational Dynamics, 7(1), 19-36.

Maslow, A. H. (1970). Motivation and personality. New York: Harper & Row.

Random House Webster's college dictionary (Pages 954, 1270). (1991). New York: McGraw-

Hill.

Merriam-Webster’s collegiate dictionary (10th ed.). (1999). Springfield, MA: Merriam-Webster

Incorporated.

Peterson, K. D. (1986). Principals' work, socialization, and training: Developing more effective

leaders. Theory Into Practice, 25(3), 151-155.

Ronald Smith, “Employee Orientation: 10 Steps to Success,” Personnel Journal (December

1984), p.48

Schramm, J. (2012, November 01). Effective HR Practices Drive Profit. Retrieved April 6, 2016,

from https://www.shrm.org/publications/hrmagazine/editorialcontent/2012/1112/page

Syed JR (2009). Human Resource Management, Management College issuances, Tehran, Fourth

edition, p. 27, 267.

Use S.M.A.R.T. goals to launch management by objectives plan - TechRepublic. (2016).

Retrieved April 04, 2016, from http://www.techrepublic.com/article/use-smart-goals-to-

launch-management-by-objectives-plan/

"What Is Orientation? Definition and Meaning." BusinessDictionary.com. Web. 06 Apr. 2016.

Work engagement, job satisfaction, and productivity -- they're a virtuous cycle. (2011, August

6). Psychology & Psychiatry Journal.

Wanous, J. P. (2000). New Employee Orientation Programs. Human Resource Management

Review. Retrieved 2016.


46

Woods, R. H., Johanson, M. M., & Sciarini, M. P. (1992). Managing hospitality human

resources (Fifth ed.). East Lansing, MI: Educational Institute of the American Hotel &

Motel Association.


47

Orientation and Socialization

Sarah Durette, Jessica Judd, Emmie Grantham, and Newell Burleson

East Carolina University

HRM Orientation and Socialization FINAL

Documents

Transcript of HRM Orientation and Socialization FINAL