The five ladders of the hierarchy of needs are Basic needs, Security needs, Belonging needs, Esteem needs, and Self-Actualization needs Maslow, 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.
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, 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 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, 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. 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. 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, 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. 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. 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 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, 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, 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, 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. 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. 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, 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, 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, p.
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.
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. Introduction to the company 2. Review of important policies and practices 3. Review of benefits and services that are provided by the company 4. Benefit plan enrollment forms 5. Complete employment documents 6. Review performance standards and complete evaluation form 7. Set employee expectations Introduce coworkers and a mentor 9.
Provide a tour of the entire facility Show the new employee the workflow of the job Dennison and Weber, p. 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. 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, p.
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, 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. 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, 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, 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, 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 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. 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 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, 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. 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.
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, 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. 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, 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. 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, Serial versus Disjunctive The sixth strategy is serial versus disjunctive.
Disjunctive strategy allows for new behaviors to be 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. There are many social agents that assist this process such as the family, school, religion, etc. These agents internalize the values, mores, laws , accepted behavior , traditions and customs in the young child. Orientation refers to a process through which the individual is introduced to the new environment.
Orientation programs take place in institutions and organizations in order to familiarize the new employees to the organizational setting. It is important to bear in mind that although the person is socialized in the societal setting, through orientation the individual is introduced to a subcultural setting.
This can be well understood by the orientation programs that take place in universities. The students are not only introduced to the courses that they will be following but also to the university subculture. As you can see, there is a clear difference between socialization and orientation. This can be summarized as follows. Socialization: Socialization refers to a process through which the individual becomes familiarized to the society and social group.
Certify and Increase Opportunity. Be Govt. Certified HR Staffing Manager. Having devoted the time and resources to compete for talent, the next step that HR practitioners face is to get new hires quickly up to speed. Retaining newcomers, however, poses a challenge, as most turnover occurs during the first few months on the job. While there is an expanded interest in predicting newcomer turnover at the selection process, research on this topic has generally focused on organizational socialization and how it is used to familiarize new hires with new roles and to retain these new organizational members.
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