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Submitted to: Sir Shafaqat

Class: MBA 4

THE ORGANIZATIONAL SOCIALZATION
PROCESS
Socialization
 The process through which individuals become social
beings .
 Socialization is a noun that means the adoption of the
behavior of the surrounding culture. The act of adapting
behavior to the norms of a culture or society is
called socialization. Socialization can also mean going out
and meeting people or hanging out with friends.

Organizational Socialization
 The process through which employees learn about the firm’s
culture and pass their knowledge and understanding on to
others .
 Organizational socialization is defined as a learning and
adjustment process that enables an individual to assume
an organizational role that fits both organizational and
individual needs. It is a dynamic process that occurs when an
individual assumes a new or changing role with in an
organization.

Organizational Socialization Process
 The socialisation process. where the new employee adapts
from 'outsider· to ·insider·. commences prior to the
employee joining the organisation resumes when the

Submitted by :Sidra ,Shandana,Syeeda Page 1

This section introduces a three-phase model of organizational socialization and examines the practical application of socialization research.” As previously discussed.Syeeda Page 2 . Some organizations treat new members in a rather haphazard.Submitted to: Sir Shafaqat Class: MBA 4 newcomer statts employment and continues with further adjusments and changes taking place until the newcomer becomes a fully integrated member of the organisation . the socialization process is characterized by a sequence of identifiable steps. More typically. though. strange jargon. and required behaviors which permit him to participate as a member of the organization. Organizational behavior researcher Daniel Feldman has proposed a three-phase model of organizational socialization that promotes deeper understanding of this important process. norms. The three phases are (1) Anticipatory Socialization (2) Encounter Submitted by :Sidra . A Three-Phase Model of Organizational Socialization One’s first year in a complex organization can be confusing. In short. organizational socialization turns outsiders into fully functioning insiders by promoting and reinforcing the organization’s core values and beliefs. sink-orswim manner. organizational socialization is a key mechanism used by organizations to embed their organizational cultures. conflicting expectations. There is a constant swirl of new faces. and apparently unrelated events.  Organizational socialization is defined as “the process by which a person learns the values.Shandana.

An organization’s current employees are a powerful source of anticipatory socialization. During the encounter phase employees come to learn what the organization is really like. The entire three-phase sequence may take from a few weeks to a year to complete. On boarding is one such technique. So are the Internet and social media. and transition Submitted by :Sidra . Many companies use a combination of orientation and training programs to socialize employees during the encounter phase.Submitted to: Sir Shafaqat Class: MBA 4 (3) Change And Acquisition Each phase has its associated perceptual and social processes. depending on individual differences and the complexity of the situation. On boarding programs help employees to integrate.Syeeda Page 3 . the largest professional services firm in the world. PHASE2: Encounter This second phase begins when the employment contract has been signed. For example. professions. It is represented by the information people have learned about different careers. PricewaterhouseCoopers (PwC). and organizations. Phase 1: Anticipatory Socialization Anticipatory socialization occurs before an individual actually joins an organization. It is a time for reconciling unmet expectations and making sense of a new work environment. Feldman’s model also specifies behavioral and affective outcomes that can be used to judge how well an individual has been socialized. Anticipatory socialization information comes from many sources. uses several web-based sources to attract potential employees. assimilate. occupations.Shandana.

and sending personal messages on company equipment. classroom training.Submitted to: Sir Shafaqat Class: MBA 4 to new jobs by making them familiar with corporate policies. and discussing how guidelines have changed over time. an assimilation guide. written materials containing guidelines on what to expect in the first 90 days. coaching employees on norms. and culture and by clarifying work role expectations and responsibilities. Phase 3: Change and Acquisition The change and acquisition phase requires employees to master important tasks and roles and to adjust to their work group’s values and norms. meetings with employees. a large multinational oil company. Organisational Socialisation Outcomes Submitted by :Sidra .Syeeda Page 4 . Being successful in phase 3 also necessitates that employees have a clear understanding regarding the use of social media.Shandana. use incentives and social gatherings to reinforce the new behaviors expected of employees. texting during meetings. Additionally. Automatic Data Processing’s (ADP) on boarding program consists of a combination of online training. It is easy for you to create problems for yourself by not being aware of expectations regarding surfing. Experts suggest setting ground rules on the first day of employment. and social networking. organizations such as Schlumberger. procedures. The company believes that these efforts are helping it to turn newcomers into fully functioning employees. This will only occur when employees have a clear understanding about their roles and they are effectively integrated within the work unit.

we expected positive relations between adjustment and job performance. Thus. and those who believe they can accomplish their tasks tend to have greater goal accomplishment. Employees who are clear about role expectations are more likely to perform well.Submitted to: Sir Shafaqat Class: MBA 4 Outcomes of Newcomer Adjustment Newcomer adjustment has been associated with outcomes such as performance. In addition. Performance We expected newcomer adjustment to relate to performance.Shandana. employees who have high self Submitted by :Sidra .. the nature of these relationships is unclear because of conflicting findings across studies and a lack of individual studies that included the full set of outcomes.. However. research has linked uncertainty to lower job satisfaction (e. Louis. 1994). Employees who are not clear about their roles may be less satisfied and committed to the organization and more likely to leave. Role ambiguity is a source of dissatisfaction because it is associated with high levels of stress and burnout. 1980). organizational commitment. given that the relationships they form with their peers may serve as social capital that facilitates their job performance (Bauer & Green. job attitudes. Job satisfaction. The relationships among newcomer adjustment and the outcomes in have been studied to varying degrees. and intentions to remain are three of the most studied outcomes of socialization.g. and adjustment is often related to socialization outcomes.Syeeda Page 5 . and retention (Bauer et al. Similarly. Job attitudes. 1998). Employees who are socially accepted by peers may perform at higher levels. We predicted that newcomer adjustment was related to all three attitudes.

feeling capable of performing tasks. the role of individual differences in newcomer adjustment. Posner. When newcomers successfully adjust to their roles and work environment.Syeeda Page 6 . they should be less likely to quit. Submitted by :Sidra . 1983).Submitted to: Sir Shafaqat Class: MBA 4 efficacy will feel confident that they can achieve key aspects of their jobs and be more satisfied. Employees who adjust to their new roles by understanding role demands. Despite the strong arguments supporting the importance of OS and its links to improving employee and employer outcomes. Finally. committed to the organization. Specific aspects such as the relationship between preencounter and encounter socialisation phases. and establishing effective relationships with peers will have a strong attachment to the organization that will prevent them from leaving their jobs. with the efficiency and effectiveness of the OS process resulting in successful individual and organisational outcomes. Wanous (1980) found a link between uncertainty and premature turnover Conclusion OS is an important process for both the newcomer and the organisation.Shandana. 1985. Turnover. receiving social support on the job is important for job attitudes (Fisher. and less likely to want to leave. Louis. & Powell. together with an employer and employee perspective are issues that require further attention in OS research.