Socialization of New Members

Chapter 8
(pp. 139-155)

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

Preliminary Questions
Do

new employees receive more information about the organizations culture or initial job tasks? What are the three stages of organizational assimilation? Which is the broader concept, Assimilation or Socialization? What are the two factors affecting socialization?

Overview
Assumptions The Need for Information Organizational Assimilation

Anticipatory Socialization Organizational Encounter Metamorphosis Criticisms of the Assimilation Approach

Organizational Socialization
Factors Affecting Socialization: Loyalty & Congruency Socialization Processes

Assumptions
Newcomers are confronted with situations characterized by uncertainty and ambiguity (e.g., job duties, formal and informal role requirements, status differences, etc.) Socialization occurs at two levels

Organization attempts to social individual into the organizational culture and to the requirements of her position and role Newcomer attempts to influence the organizational situation

Socialization is developmental and is relevant throughout a members time with an organization Primary focus is on the efforts of organization to socialize newcomers

The Need for Information

More information received about initial job tasks than about the organizations culture Top-down information contains directions about how to accomplish tasks, as well as a sense of the values and culture of the organization

Task information is specific and narrowly defined Cultural information is vague and sometimes implied

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

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

The Need for Information

One of the major functions of communication is to reduce uncertainty Karl Weicks (1979) Theory of Organizing

Information Systems Approach to Organizations Focuses on the process of organizing rather than the structure of organizations Organizing is equated with information processing Describes how people make sense out of confusing verbal inputs Organizing: Making sense out of equivocal information

Uncertainty denotes a lack of information Equivocality refers to ambiguity (too many possible meanings) When information is equivocal, people need a context or framework to help them sort through the data Face-to-face interaction is crucial when an organization faces equivocal information

Communication strategies help increase certainty

Difference Barriers
Race, gender, age, religion, ethnicity, disability, sexual orientation, and/or language creates additional barriers to successful socialization. Blank & Slipp (2000)

Buying In NOT Selling Out Becoming Assimilated without Giving Up your Identity

Do not violate or contradict your fundamental value system

Learn as a child, test as an adolescent, solidify as an adult

Do not perform a function or accept a position well beneath your talents Do not accept, without question, the culture of an organization that flaunts its discrimination against or disrespect for your culture

Do not give up too much of your culture during the assimilation process

Socialization Strategies & Options

Not accepted - seek employment elsewhere Remain in organization - dramatically change your style Adopt totally the 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

Traditional Organizations - precision & bureaucratic rules Humanistic Organizations - informal conversation Communicative Organizations - encourages specific communication behaviors to improve work relationships

Contain, cope, construct Promote Learning

Organizational Assimilation

The process by which an individual becomes integrated into the culture of an organization (Jablin, 2001) How well the new member adapts to norms of behavior and adopts new attitudes valued by the organization Two dynamic interrelated processes

Planned as well as unintentional efforts of the organization to socialize employees (SOCIALIZATION) Attempts of organizational members to individualize or change their roles and work environments to better satisfy their values, attitudes, and needs (INDIVIDUALIZATION) Individuals and Organizations are ACTIVE AGENTS Organizations are BOUNDED ENTITIES (boundary crossing) Assimilation occurs in PHASES

Three Assumptions

Anticipatory Socialization ~ Encounter ~ Metamorphosis

Organizational Assimilation

Anticipatory Socialization

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

Vocational Anticipatory Socialization - gathered during childhood & adolescence Organizational Anticipatory Socialization - gathered during interactions with potential employing organizations (RJPs)

Organizational Encounter (Entry Phase)

Newcomer confronts the reality of his or her organizational role Not yet an insider (uncertainty vs. information seeking) Not socialized by the organization Not individualized role requirements - affect organizational situation When new employees begin to change some of his behaviors and expectations in order to meet the standards of the new environment Create an individual identity A time of ethical dilemmas

Metamorphosis

Criticisms of Assimilation
Term is inappropriate and denotes absorption into the whole. Does not indicate Dual Agency Negative connotations Socialization should be broader term? Involves interaction of socialization and individualization Stage model does not accommodate irrelevant workers

Organizational Socialization
Represents the efforts of the organization in the assimilation process The process by which an individual acquires the social knowledge and skills necessary to assume an organizational role (Van Maanen & Schein, 1979) The process through which newcomers become organizational members (Bullis, 1993) Factors Affecting Socialization

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

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

High Loyalty - High Congruence MOTIVATOR Maintenance Low Loyalty - High Congruence ACTIVIST Utilitarian High Loyalty - Low Congruence LOYALIST Guilt-ridden Low Loyalty - Low Congruence LONER Protracted

Socialization Processes . . .
are CRITICAL to the survival of the organization. allow new members more and more ACCESS to the internal workings of the organization IMPACT uncertainty reduction, role ambiguity, and turnover Effect of socialization on newcomer role response

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

Six Oppositional Pairs of Socialization Tactics

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

Collective (common experiences) vs. Individual (relative isolation) Formal (segregated) vs. Informal (not distinguished from other members) Sequential (steps to be completed) vs. Random (ambiguous or constantly changing steps to target role) Fixed (precise timetable) vs. Variable (no real cues) Serial (experienced mentor) vs. Disjunctive (no role model) Investiture (affirms personal characteristics) vs. Divestiture (deny and strip away personal characteristics) BOTTOM LINE: The type of socialization processes employed will affect the response of newcomers to their roles (custodial vs. innovative)

Socialization Tactics and Responses

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

Tactics and responses are NOT CAUSAL

Assimilation and socialization depend on adequate information being shared Critical to maintaining a dedicated and loyal workforce

Summary
Assumptions The Need for Information Organizational Assimilation

Anticipatory Socialization Organizational Encounter Metamorphosis Criticisms of the Assimilation Approach

Organizational Socialization
Factors Affecting Socialization: Loyalty & Congruency Socialization Processes

Important Take-Home Strategies

Collect as much information (formal and informal) about the organization as possible Managers must closely monitor new employee progress toward adopting the values of the organization (org I.D.) Assess how much of your own culture you are being asked to set aside in order to adopt the culture to the organization Managers need to consider each new employee and determine what approach will work best The individual decides the degree of loyalty to give to a particular organization

SOCIALIZATION:

Socialization is a process by which a person learns the values, norms, and required behaviors which permit that individual to participate as a member of the organization (Van Maanen, 1975). Socialization is characterized as a process by which new (and continuing) organizational members learn and adapt to norms, expectations, and perspectives of their organizations and its members (Jablin, 1984).

Socialization . . .

Requires active participation by organizational newcomers Occurs in stages Results in specific outcomes (e.g., satisfaction, commitment, identification, retention)

Socialization Encounter Model

Environment

Influences both newcomer and organization

Individual Profile

Interplay between individual choice, prior experiences and situational constraints

Individual Expectations

Individuals are aware of their own expectations (often inaccurate and conflicting)

Socialization Encounter Model

Organizational Profile

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

Organizational Expectations

Attempt to change the individual to fit the role definitions of the organization (appropriate behaviors and functions are defined). Self-development and self-maintenance are achieved through interactions between the organization and the individual

Organizational Learning

Socialization Encounter Model

Metamorphosis (Change & Acquisition) The process by which an individual [student] comes to appreciate the values, abilities, expected behaviors, and social knowledge essential for assuming an organizational role and for participating as an organizational member

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

Environment

Environment

Metamorphosis

Organizational Learning

Organizational Expectations Organizational Profile Individual Expectations Individual Profile Environment Environment