Organizational Socialization
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| − | 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 changed 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. <ref> B. L. Berkelaar, & M. A. Harrison, ''Organizational Socialization'', Oxford Research Encyclopedia of Communication (May 2019). </ref> | + | 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 changed 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. <ref name="Oxford Encyc"> B. L. Berkelaar, & M. A. Harrison, ''Organizational Socialization'', Oxford Research Encyclopedia of Communication (May 2019).</ref> |
| − | Organizational assimilation is essential for the integration of a newcomer. The concept entails the newcomer intentionally, as well as, unintentionally is socialized by the organization. They must modify their work procedures to both reach the expectations of the employer and its own, by seeking information about the work place and adapting their behavior towards the behavior of their coworkers. Several different members of the organization influences this process and are pivotal for it to be succesful, ranging from the managers to the peers of the newcomer. Additionally can supervisors and mentors be an effective ressource to use. <ref> what-when-how (2021), ''Managing Relationships in Virtual Team Socialization (information science)'', http://what-when-how.com/information-science-and-technology/managing-relationships-in-virtual-team-socialization-information-science/. </ref> | + | Organizational assimilation is essential for the integration of a newcomer. The concept entails the newcomer intentionally, as well as, unintentionally is socialized by the organization. They must modify their work procedures to both reach the expectations of the employer and its own, by seeking information about the work place and adapting their behavior towards the behavior of their coworkers. Several different members of the organization influences this process and are pivotal for it to be succesful, ranging from the managers to the peers of the newcomer. Additionally can supervisors and mentors be an effective ressource to use. <ref name="what-when-how"> what-when-how (2021), ''Managing Relationships in Virtual Team Socialization (information science)'', http://what-when-how.com/information-science-and-technology/managing-relationships-in-virtual-team-socialization-information-science/. </ref> |
| − | 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 <ref> iEdoNote (2021), ''Organizational Socialization: 3 Stages of Organizational Socialization'', https://www.iedunote.com/organizational-socialization. </ref>. | + | 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 <ref name="iEdoNote"> iEdoNote (2021), ''Organizational Socialization: 3 Stages of Organizational Socialization'', https://www.iedunote.com/organizational-socialization. </ref>. |
===Benefits of organizational socialization=== | ===Benefits of organizational socialization=== | ||
| − | Effective and succesful organizational socialization results in considerable benefits for both the employer and the employee. Better communication and coordination can be obtained within the team, it can reduce stress and uncertainties, heighten the organizational commitment and lead to satisfaction and a positive feeling of self worth. Consequently, increasing the productivity and innovation of the employees, leading to making it possible to efficiently achieve organizational and team goals and secure the employees longevity in the organization. <ref | + | Effective and succesful organizational socialization results in considerable benefits for both the employer and the employee. Better communication and coordination can be obtained within the team, it can reduce stress and uncertainties, heighten the organizational commitment and lead to satisfaction and a positive feeling of self worth. Consequently, increasing the productivity and innovation of the employees, leading to making it possible to efficiently achieve organizational and team goals and secure the employees longevity in the organization. <ref name="what-when-how" /> |
| − | + | Furthermore, the team obtain a greater cohesiveness and long-term stability by being socialized. Trust between team members is achieved based on shared tasks and projects, making way for better knowledge sharing and improved individual decision performance. <ref name="Managing knowledge"> M. Handzic, ''Managing Knowledge through Experimentation and Socialisation'', PAKM 2000 </ref> | |
| − | Furthermore, the team obtain a greater cohesiveness and long-term stability by being socialized. Trust between team members is achieved based on shared tasks and projects, making way for better knowledge sharing and improved individual decision performance. <ref> M. Handzic, ''Managing Knowledge through Experimentation and Socialisation'', PAKM 2000 </ref> | + | |
===The relation between Organizational Socialisation and Project, Program and Portfolio management=== | ===The relation between Organizational Socialisation and Project, Program and Portfolio management=== | ||
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| − | Contact between the candidates and the organization is possible through various channels, such as advertising on the organizational webside, through social media and job-sides and orchestrating network events. When the contact has been established, the organization must collect information about the candidates and select the most fitting prospect. This can be done by either a tournament model of selection or a contest model <ref>, D. C. Feldman, ''Risky Business: The Socialisation of Managers in the 21st Century'', Journal of Organizational Change Management (Vol. 3 1990) pp. 16-29. </ref> | + | Contact between the candidates and the organization is possible through various channels, such as advertising on the organizational webside, through social media and job-sides and orchestrating network events. When the contact has been established, the organization must collect information about the candidates and select the most fitting prospect. This can be done by either a tournament model of selection or a contest model <ref name="Risky business">, D. C. Feldman, ''Risky Business: The Socialisation of Managers in the 21st Century'', Journal of Organizational Change Management (Vol. 3 1990) pp. 16-29. </ref> |
| Line 54: | Line 53: | ||
===Stage 2: Assimilation=== | ===Stage 2: Assimilation=== | ||
| − | Stage two begins when the newcomer starts in the new position and encounters the work environment for the first time. This stage consist of the newcomer learining and adapting to the expected behavior through exchange activities and gathering technical, social and normative information. By this, they find their situational idendity and work roles. <ref | + | Stage two begins when the newcomer starts in the new position and encounters the work environment for the first time. This stage consist of the newcomer learining and adapting to the expected behavior through exchange activities and gathering technical, social and normative information. By this, they find their situational idendity and work roles. <ref name="what-when-how" /> |
| − | To achieve this, the first few days are especially influential. A orientation program is essential, but is is important to avoid it being bureaucratic, impersonal and irrelevant. The focus should rather be on giving fitting, but meaningful assignments and being connected to selected insiders to help them navigate in the new environment. Such insiders can be coworkers of equal rank, supervisors or mentors, ideally in combination. <ref | + | To achieve this, the first few days are especially influential. A orientation program is essential, but is is important to avoid it being bureaucratic, impersonal and irrelevant. The focus should rather be on giving fitting, but meaningful assignments and being connected to selected insiders to help them navigate in the new environment. Such insiders can be coworkers of equal rank, supervisors or mentors, ideally in combination. <ref name="Risky business" /> |
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'''Mentors''' | '''Mentors''' | ||
| − | A mentor offers to be a role model for the newcomer and gives both formal and informal support to the newcomer. They can contribute with advice and coaching, making the socialization more efficient. Formal mentoring consist of the mentor passing on knowledge and skills to the lesser experienced newcomer, resulting in the newcomer developing new competences. Informal mentoring entails "inside" information about organizational politics and social interaction being offered to the newcomer. <ref | + | A mentor offers to be a role model for the newcomer and gives both formal and informal support to the newcomer. They can contribute with advice and coaching, making the socialization more efficient. Formal mentoring consist of the mentor passing on knowledge and skills to the lesser experienced newcomer, resulting in the newcomer developing new competences. Informal mentoring entails "inside" information about organizational politics and social interaction being offered to the newcomer. <ref name="Risky business" /> |
===Stage 3: Settling=== | ===Stage 3: Settling=== | ||
| − | At stage three, the newcomer has adapted to the workplace and given organizational role and experiences all the benefits of successful organizational socialization. The newcomer is now an insider. Over time, a resocialization can be needed if organizational changes | + | At stage three, the newcomer has adapted to the workplace and given organizational role and experiences all the benefits of successful organizational socialization. The newcomer is now an insider. Over time, a resocialization can be needed if organizational changes occur or the organizational role of the employee is changed, to prevent dissatisfaction from the employee. |
=Limitations= | =Limitations= | ||
| − | + | The socialization of minorities within the specific work environment often demands more extensive and specialized orientation programs to prevent them from feeling excluded and isolated. | |
| + | |||
| + | |||
| + | The technological innovation of communication tools has allowed for virtual team work to expand. The Covid-19 pandemic have further incited the use of these, making it highly relevant to expand the organizational socialization to also cover strategies within virtual socialization. This offers new challenges that few studies have adressed. | ||
| + | |||
| + | 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 processes 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> | ||
=Annotated bibliography= | =Annotated bibliography= | ||
| − | + | <ref name="what-when-how" /> '''what-when-how, ''Managing Relationships in Virtual Team Socialization:''''' An information site which offers knowledge about fundamental aspects of Organizational Socialization as well as insight to how to manage organizational socialization for virtual teams. | |
| − | + | ||
| − | + | <ref name="Managing knowledge" /> '''M. Handzic, ''Managing Knowledge through Experimentation and Socialisation:''''' A study that examines the difference in individual knowledge and decision performance when experimenting versus socializing is possible. | |
| + | <ref name="Risky business" /> '''D. C. Feldman, ''Risky Business: The Socialisation of Managers in the 21st Century:''''' A study of the organizational socialization in a workfield with a declining number of new intrants, but also with a more diverse workforce. | ||
Revision as of 00:37, 22 February 2021
Abstract/intro
Contents |
Why Organizational Socialization is important
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 changed 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. [1]
Organizational assimilation is essential for the integration of a newcomer. The concept entails the newcomer intentionally, as well as, unintentionally is socialized by the organization. They must modify their work procedures to both reach the expectations of the employer and its own, by seeking information about the work place and adapting their behavior towards the behavior of their coworkers. Several different members of the organization influences this process and are pivotal for it to be succesful, ranging from the managers to the peers of the newcomer. Additionally can supervisors and mentors be an effective ressource to use. [2]
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 [3].
Benefits of organizational socialization
Effective and succesful organizational socialization results in considerable benefits for both the employer and the employee. Better communication and coordination can be obtained within the team, it can reduce stress and uncertainties, heighten the organizational commitment and lead to satisfaction and a positive feeling of self worth. Consequently, increasing the productivity and innovation of the employees, leading to making it possible to efficiently achieve organizational and team goals and secure the employees longevity in the organization. [2]
Furthermore, the team obtain a greater cohesiveness and long-term stability by being socialized. Trust between team members is achieved based on shared tasks and projects, making way for better knowledge sharing and improved individual decision performance. [4]
The relation between Organizational Socialisation and Project, Program and Portfolio management
Organizational socialization is an important concept within all levels of management, whether it is within a project, program, or portfolio, as it is pivotal to achieve successful results and positive experiences. It applies to new employees, as well as, existing employees changing role within the organization, department or team.
As it is a dynamic process, it is present during the whole life cycle of a project/program/portfolio. However, it is especially relevant to give focus in the beginning of a new project/program/portfolio, particularly if new members have been added to the associated teams, to establish constructive communication and quality in the decision making. If newcomers are introduces while the project/program/portfolio is running, it also calls for a conscious effort in integrating the newcomer by socialization.
Application
Various means can be used to achieve successful socialization. Which means to utilize depends greatly on the stage of the socialization. Generally, there is three steps of the socialization, excluding the exit of an employee. The stages are mentioned with varying names in the litterature, and the stages stated in this article are named as seen fit rather than according to the litterature.
Stage 1: Recruitment
This stage happens pre-arrival of the newcomer to the organization and is the process of the candidate joining a organization. The newcomer searches for a fitting organization to join by collecting available information about the organizations. The newcomer is trying to find places and jobs that fit their expectations, but it can be hard to distinguish the different work places by the superficial official information to be found. If the newcomer has connections within a potential organization, it can be an opportunity to get an insight to the work environment.
Simultaneously, the organization is pursuing candidates to match their needs. This can be handled by either the manager of the team/department needing a new employee or by an internal party like a human ressource department, as well as, an external party such as a recruitment agency. It is most beneficial if the responsible have some both technical and organizational knowledge, to ensure the applications are correctly handled.
Contact between the candidates and the organization is possible through various channels, such as advertising on the organizational webside, through social media and job-sides and orchestrating network events. When the contact has been established, the organization must collect information about the candidates and select the most fitting prospect. This can be done by either a tournament model of selection or a contest model [5]
The first model is the most traditional one and entails the candidate being presented with different tasks and after each round candidates are eliminated based on their performance. In the second model, the elimination happens at the final stage and is based on the overall performance, giving a higher probability of reaching the final cut. The latter might demand more training of the final candidates, but that is not necessarily a disadvantage as it can allow for more diverse hiring.
Stage 2: Assimilation
Stage two begins when the newcomer starts in the new position and encounters the work environment for the first time. This stage consist of the newcomer learining and adapting to the expected behavior through exchange activities and gathering technical, social and normative information. By this, they find their situational idendity and work roles. [2]
To achieve this, the first few days are especially influential. A orientation program is essential, but is is important to avoid it being bureaucratic, impersonal and irrelevant. The focus should rather be on giving fitting, but meaningful assignments and being connected to selected insiders to help them navigate in the new environment. Such insiders can be coworkers of equal rank, supervisors or mentors, ideally in combination. [5]
Coworkers
The coworkers of equal rank is a great source of informal informations and offers the opportunity of friendly communication. The newcomer can decode and adopt norms and values from the coworkers and mirror their behavior. The newcomer are mostly in contact with the coworkers compared to other insiders and they are therefore essential, especially concerning the unconscious socialization.
Supervisors
Supervisors are coworkers of higher rank or with greater experience than the newcomer and therefore often imply hierarchical roles between the supervisor and the newcomer. The supervisor has the responsibility of passing on formal information and organizational expectations, as well as, delegates tasks and delivers feedback. The newcomer has the opportunity to negotiate expectations and tasks with the supervisor, which minimize the risk of dissatisfaction with the job.
Mentors
A mentor offers to be a role model for the newcomer and gives both formal and informal support to the newcomer. They can contribute with advice and coaching, making the socialization more efficient. Formal mentoring consist of the mentor passing on knowledge and skills to the lesser experienced newcomer, resulting in the newcomer developing new competences. Informal mentoring entails "inside" information about organizational politics and social interaction being offered to the newcomer. [5]
Stage 3: Settling
At stage three, the newcomer has adapted to the workplace and given organizational role and experiences all the benefits of successful organizational socialization. The newcomer is now an insider. Over time, a resocialization can be needed if organizational changes occur or the organizational role of the employee is changed, to prevent dissatisfaction from the employee.
Limitations
The socialization of minorities within the specific work environment often demands more extensive and specialized orientation programs to prevent them from feeling excluded and isolated.
The technological innovation of communication tools has allowed for virtual team work to expand. The Covid-19 pandemic have further incited the use of these, making it highly relevant to expand the organizational socialization to also cover strategies within virtual socialization. This offers new challenges that few studies have adressed.
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 processes of changing role within an organization, but very little empirical evidence exists about this and therefore the specific knowledge is limited. [6]
Annotated bibliography
[2] what-when-how, Managing Relationships in Virtual Team Socialization: An information site which offers knowledge about fundamental aspects of Organizational Socialization as well as insight to how to manage organizational socialization for virtual teams.
[4] M. Handzic, Managing Knowledge through Experimentation and Socialisation: A study that examines the difference in individual knowledge and decision performance when experimenting versus socializing is possible.
[5] D. C. Feldman, Risky Business: The Socialisation of Managers in the 21st Century: A study of the organizational socialization in a workfield with a declining number of new intrants, but also with a more diverse workforce.
References
- ↑ B. L. Berkelaar, & M. A. Harrison, Organizational Socialization, Oxford Research Encyclopedia of Communication (May 2019).
- ↑ 2.0 2.1 2.2 2.3 what-when-how (2021), Managing Relationships in Virtual Team Socialization (information science), http://what-when-how.com/information-science-and-technology/managing-relationships-in-virtual-team-socialization-information-science/.
- ↑ iEdoNote (2021), Organizational Socialization: 3 Stages of Organizational Socialization, https://www.iedunote.com/organizational-socialization.
- ↑ 4.0 4.1 M. Handzic, Managing Knowledge through Experimentation and Socialisation, PAKM 2000
- ↑ 5.0 5.1 5.2 5.3 , D. C. Feldman, Risky Business: The Socialisation of Managers in the 21st Century, Journal of Organizational Change Management (Vol. 3 1990) pp. 16-29.
- ↑ T. N. Bauer, Organizational Socialization, Encyclopedia of Applied Psychology (2004), p. 743-745.
