Socialization 531

8/6/2019 Socialization 531

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Socialization of New MembersSocialization of New Members

Chapter 8Chapter 8

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


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Organizational Challenges

We continue our investigation of

organizational challenges by moving

from . . . how to make the recruitmentprocess more honest and realistic to . . .

how to maintain a dedicated and loyal

workforce through organizational

socialization.


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Preliminary Questions

Do new employees receive more information

about the organizations culture or initial job

tasks? What are the three stages of organizational

assimilation?

Which is the broader concept, Assimilation orSocialization?

What are the two factors affecting socialization?


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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


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Assumptions

Newcomers are confronted with situations characterizedby uncertainty and ambiguity (e.g., job duties, formaland 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 positionand role

Newcomer attempts to influence the organizational situation

Socialization is developmental and is relevantthroughout a members time with an organization

Primary focus is on the efforts of organization tosocialize newcomers


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More information received about initial job tasks thanabout the organizations culture

Top-down information contains directions about how toaccomplish tasks, as well as a sense of the values andculture 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, andsubstitutions are often made


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One of the major functions of communication is to reduceuncertainty

KarlWeicks (1979) Theory ofOrganizing Information Systems Approach to Organizations

Focuses on the process of organizing rather than the structure oforganizations

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 helpthem sort through the data

Face-to-face interaction is crucial when an organization faces equivocalinformation

Communication strategies help increase certainty


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Difference Barriers

Race, gender, age, religion, ethnicity, disability, sexualorientation, and/or language creates additional barriers tosuccessful 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 assimilationprocess


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Socialization Strategies & Options Not accepted - seek employment elsewhere

Remain in organization - dramatically change your style

Adopt totally the organizations values and politics

Learn to adapt to the organizations 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

TraditionalOrganizations - precision & bureaucratic rules

Humanistic Organizations - informal conversation

CommunicativeOrganizations - encourages specificcommunication behaviors to improve work relationships Contain, cope, construct

Promote Learning


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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 adoptsnew 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 rolesand 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


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Organizational Assimilation Anticipatory Socialization

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

Two Forms

Vocational Anticipatory Socialization - gathered during childhood & adolescence

Organizational Anticipatory Socialization - gathered during interactions with potentialemploying 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 inorder to meet the standards of the new environment

Create an individual identity

A time of ethical dilemmas


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Criticisms of Assimilation

Term is inappropriate and denotes absorption into thewhole.

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


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Represents the efforts of the organization in theassimilation process

The process by which an individual acquires the socialknowledge and skills necessary to assume anorganizational role (Van Maanen & Schein, 1979)

The process through which newcomers becomeorganizational members (Bullis, 1993)

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


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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


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Socialization Processes . . .

are CRITICAL to the survival of the organization.

allow new members more and more ACCESS to theinternal workings of the organization

IMPACT uncertainty reduction, role ambiguity, andturnover

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 & Implicitorganizational mission, purpose, or mandate

Six Oppositional Pairs of Socialization Tactics


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Six Oppositional (custodial vs. innovative)

P

airs of Socialization Tactics Collective (common experiences) vs. Individual (relative isolation)

Formal (segregated) vs. Informal (not distinguished from othermembers)

Sequential (steps to be completed) vs. Random (ambiguous orconstantly 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 (denyand strip away personal characteristics)

BOTTOM LINE: The type of socialization processes employedwill affect the response of newcomers to their roles (custodial vs.

innovative)


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Socialization Tactics and Responses

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

Tactics and responses are NOT CAUSAL

Assimilation and socialization depend on adequateinformation being shared

Critical to maintaining a dedicated and loyal workforce


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Summary

Assumptions


Organizational Assimilation

Anticipatory Socialization

Organizational Encounter

Metamorphosis

Criticisms of the Assimilation Approach


Factors Affecting Socialization: Loyalty & Congruency

Socialization Processes


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Important Take-Home Strategies

Collect as much information (formal and informal) aboutthe 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 beingasked to set aside in order to adopt the culture to theorganization

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

The individual decides the degree of loyalty to give to aparticular organization


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SOCIALIZATION:SOCIALIZATION:

Socialization is a process by which a person learns thevalues, 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 adaptto norms, expectations, and perspectives of theirorganizations and its members (Jablin, 1984).


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Socialization . . .Socialization . . .

Requires active participation by organizationalnewcomers

Occurs in stages

Results in specific outcomes

(e.g., satisfaction, commitment, identification,retention)


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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)


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Organizational Profile

Individuals receive organizational information whichare sometimes ambiguous and often broad in scope.

Organizational Expectations Attempt to change the individual to fit the role

definitions of the organization (appropriate behaviorsand functions are defined).

Organizational Learning Self-development and self-maintenance are achieved

through interactions between the organization and theindividual


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Metamorphosis (Change & Acquisition)

The process by which an individual [student]comes to appreciate the values, abilities, expected

behaviors, and social knowledge essential forassuming an organizational role and for

participating as an organizational member

The passage from newcomer to insider which

occurs when they are given broad responsibilitiesand autonomy, entrusted with privilegedinformation, included in informal networks,encouraged to represent the organization, andsought out for advice and counsel by others.


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Environment Environment

Individual ExpectationsIndividual Expectations

Individual ProfileIndividual Profile

Organizational ProfileOrganizational ProfileOrganizational ExpectationsOrganizational Expectations

Organizational LearningOrganizational Learning

EnvironmentEnvironment

MetamorphosisMetamorphosis

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