PR truyền thông - Chapter 8: Socialization of new members

Socialization of New MembersChapter 8(pp. 139-155)Organizational ChallengesWe 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 QuestionsDo new employees receive more information about the organization’s culture or initial job tasks?What are the three “stages” of organizational assimilation?Which is the “broader” concept, Assimilation or Socialization?What are the two factors affecting socialization?OverviewAssumptionsThe Need for InformationOrganizational AssimilationAnticipatory SocializationOrganizational EncounterMetamorphosisCriticisms of the Assimilation ApproachOrganizational SocializationFactors Affecting Socialization: Loyalty & CongruencySocialization ProcessesAssumptionsNewcomers 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 levelsOrganization attempts to social individual into the organizational culture and to the requirements of her position and roleNewcomer attempts to influence the organizational situationSocialization is developmental and is relevant throughout a member’s time with an organizationPrimary focus is on the efforts of organization to socialize newcomersThe Need for InformationMore information received about initial job tasks than about the organization’s cultureTop-down information contains directions about how to accomplish tasks, as well as a sense of the values and culture of the organizationTask information is specific and narrowly definedCultural information is vague and sometimes impliedValues, principles, environment, Value of collaborative work vs. individual effortInformation is often incomplete, distorted, and substitutions are often madeThe Need for InformationOne of the major functions of communication is to reduce uncertaintyKarl Weick’s (1979) “Theory of Organizing”Information Systems Approach to OrganizationsFocuses on the process of organizing rather than the structure of organizationsOrganizing is equated with information processingDescribes how people make sense out of confusing verbal inputsOrganizing: Making sense out of equivocal informationUncertainty denotes a lack of informationEquivocality refers to ambiguity (too many possible meanings)When information is equivocal, people need a context or framework to help them sort through the dataFace-to-face interaction is crucial when an organization faces equivocal informationCommunication 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 IdentityDo not violate or contradict your fundamental value systemLearn as a child, test as an adolescent, solidify as an adultDo not perform a function or accept a position well beneath your talentsDo not accept, without question, the culture of an organization that flaunts its discrimination against or disrespect for your cultureDo not give up too much of your culture during the assimilation process“Socialization Strategies & Options”Not accepted - seek employment elsewhereRemain in organization - dramatically change your styleAdopt totally the organization’s values and politicsLearn to adapt to the organization’s culture while maintaining your own sense of identityGo as far as you can to fit in without giving up your core values and political viewsMutual accommodation between yourself and the organizationTraditional Organizations - precision & bureaucratic rulesHumanistic Organizations - informal conversationCommunicative Organizations - encourages specific communication behaviors to improve work relationshipsContain, cope, constructPromote LearningOrganizational AssimilationThe 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 organizationTwo dynamic interrelated processesPlanned as well as unintentional efforts of the organization to “socialize” employees (SOCIALIZATION)Attempts of organizational members to “individualize” or change their roles and work environments to better satisfy their values, attitudes, and needs (INDIVIDUALIZATION)Three AssumptionsIndividuals and Organizations are ACTIVE AGENTSOrganizations are BOUNDED ENTITIES (boundary crossing)Assimilation occurs in PHASESAnticipatory Socialization ~ Encounter ~ MetamorphosisOrganizational AssimilationAnticipatory SocializationNewcomers form expectations regarding particular occupations and what it would be like to be a member of a particular organizationTwo FormsVocational Anticipatory Socialization - gathered during childhood & adolescenceOrganizational Anticipatory Socialization - gathered during interactions with potential employing organizations (RJPs)Organizational Encounter (Entry Phase)Newcomer confronts the reality of his or her organizational roleNot yet an “insider” (uncertainty vs. information seeking)Not socialized by the organizationNot individualized role requirements - affect organizational situationMetamorphosisWhen new employees begin to change some of his behaviors and expectations in order to meet the standards of the new environmentCreate an individual identityA time of ethical dilemmasCriticisms of AssimilationTerm is inappropriate and denotes “absorption into the whole.”Does not indicate “Dual Agency”Negative connotationsSocialization should be broader term?Involves interaction of socialization and individualizationStage model does not accommodate “irrelevant” workersOrganizational SocializationRepresents the efforts of the organization in the assimilation processThe 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 SocializationLOYALTY (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 CongruenceMOTIVATORMaintenanceLow Loyalty - High Congruence ACTIVISTUtilitarianHigh Loyalty - Low CongruenceLOYALISTGuilt-riddenLow Loyalty - Low Congruence LONERProtractedSocialization Processes . . . are CRITICAL to the survival of the organization.allow new members more and more ACCESS to the internal workings of the organizationIMPACT uncertainty reduction, role ambiguity, and turnoverEffect of socialization on newcomer role responseContent - KNOWLEDGE baseGround rules for choosing particular solutions - STRATEGIC baseRelationship of particular role to overall organizational mission - Explicit & Implicit organizational mission, purpose, or mandateSix Oppositional Pairs of Socialization TacticsSix Oppositional (custodial vs. innovative) Pairs of Socialization TacticsCollective (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 ResponsesThis 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 CAUSALAssimilation and socialization depend on adequate information being sharedCritical to maintaining a dedicated and loyal workforceSummaryAssumptionsThe Need for InformationOrganizational AssimilationAnticipatory SocializationOrganizational EncounterMetamorphosisCriticisms of the Assimilation ApproachOrganizational SocializationFactors Affecting Socialization: Loyalty & CongruencySocialization ProcessesImportant “Take-Home” StrategiesCollect as much information (formal and informal) about the organization as possibleManagers 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 organizationManagers need to consider each new employee and determine what approach will work bestThe individual decides the degree of loyalty to give to a particular organizationSOCIALIZATION: 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 newcomersOccurs in stagesResults in specific outcomes (e.g., satisfaction, commitment, identification, retention) Socialization Encounter ModelEnvironmentInfluences both newcomer and organizationIndividual ProfileInterplay between individual choice, prior experiences and situational constraintsIndividual ExpectationsIndividuals are aware of their own expectations (often inaccurate and conflicting)Socialization Encounter ModelOrganizational ProfileIndividuals receive organizational information which are sometimes ambiguous and often broad in scope.Organizational ExpectationsAttempt to change the individual to fit the role definitions of the organization (appropriate behaviors and functions are defined).Organizational LearningSelf-development and self-maintenance are achieved through interactions between the organization and the individualSocialization Encounter ModelMetamorphosis (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 memberThe 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.EnvironmentEnvironmentIndividual ExpectationsIndividual ProfileOrganizational ProfileOrganizational ExpectationsOrganizational LearningEnvironmentEnvironmentMetamorphosisSocialization Encounter Model