Organizational Socialization
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Most studies of the concept are revolving around graduates entering the job market or specific professionals changing jobs. It is assumed that the same tendencies are seen in the process of changing role within an organization, but very little empirical evidence exists about this and therefore the specific knowledge is limited. <ref> T. N. Bauer, ''Organizational Socialization'', Encyclopedia of Applied Psychology (2004), p. 743-745. </ref> | Most studies of the concept are revolving around graduates entering the job market or specific professionals changing jobs. It is assumed that the same tendencies are seen in the process of changing role within an organization, but very little empirical evidence exists about this and therefore the specific knowledge is limited. <ref> T. N. Bauer, ''Organizational Socialization'', Encyclopedia of Applied Psychology (2004), p. 743-745. </ref> | ||
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Revision as of 13:35, 21 February 2021
Contents |
Abstract
Organizational socialization is defined as a dynamic process by which people learn and adjust to the knowledge, skills, attitudes, expectations, and behaviors needed to assume a new or changing organizational role. This process results in the employee going from an outsider to an insider. Successful socialization involves mutual influence, meaning the employee adopts organizational values and interest while being able to influence the organization through personal qualities. Consequently, both organizational and individual needs are met. When the socialization is effective, better coordination is obtained within the team and it helps to retain the employees, whereas ineffective socialization increases the risk of employee dissatisfaction and at worst resignations. [1]
The organizational socialization is often divided in three stages with varying names. The first step being the recruitment process where both the organization and the newcomer collects information about one another. The second step entails the newcomer adjusting to the new work environment, and the third stage is reached when the newcomer has adapted to the given organizational role [2].
Various means can be used to achieve successful socialization. Often the newcomer is connected to a supervisor or mentor providing informal information and advice, as well as, clarifying job instructions and giving social support. Social events within the organization are also a great tool.
The importance of socialization applies to both new employees and existing employees changing role within the organization and is an important concept within all levels of management, whether it is project, program, or portfolio. It is especially relevant to give focus in the beginning of a new project/program/portfolio, but as it is a dynamic process, it is present during the whole life cycle of the project/program/portfolio.
Most studies of the concept are revolving around graduates entering the job market or specific professionals changing jobs. It is assumed that the same tendencies are seen in the process of changing role within an organization, but very little empirical evidence exists about this and therefore the specific knowledge is limited. [3]
Why Organizational Socialization is important
Application
Limitations
Annotated bibliography
References
- ↑ B. L. Berkelaar, & M. A. Harrison, Organizational Socialization, Oxford Research Encyclopedia of Communication (May 2019).
- ↑ iEdoNote (2021), Organizational Socialization: 3 Stages of Organizational Socialization, https://www.iedunote.com/organizational-socialization.
- ↑ T. N. Bauer, Organizational Socialization, Encyclopedia of Applied Psychology (2004), p. 743-745.
