Human Resource Management

Socializing, Orienting, and Developing Employees

 When starting a new job, many people
wonder:
 Will I be able to do the job?
 Will I fit in around here? First day jitters

 Will the boss like me?

Ability to Employees
learn satisfaction
 Organization devote considerable time &
resources to hiring people
 By the first day, the employer already has
an investment in the worker
 To help new employees fit in, orientation
programs familiarize employees with
their…..
Policies & other
Roles Organization
employees
Quitting Early, Dissatisfaction, Turnover cost

 One obstacle to a productive & satisfied WF

is initial turnover
 Dissonance Reduction
 Difference between what one anticipates & what one
encounters
 If dissonance is too high, people take action-Quitting

 New Employee Turnover

 Turnover is expensive
 These costs never appear on the profit & loss statement
as “turnover expenses” Records in the HR dept-payroll records-
employees training-providing safety
equipments are lost when ‘E’ leaves
 HR department by using orientation to help meet
the personal objectives of the employees

 HR department can maintain & retain a productive

WF

 HR dept can ease an employees transition into a

new job

 T & D- Org seek to make current employees more

productive in their current jobs & prepare them for
future responsibilities
Orientation Programs

 Texas Instruments
The Purpose of New-Employee Orientation

“ Activity which involves introducing new employee

to the Org & their work units”

 Orientation may be done by the supervisor, the

HRM staff or some combination.
 Orientation Continue………

 Formal or informal, depending on the size of the

organization.

 Covers such things as:

 The organization’s objectives
 History
 Philosophy
 Procedures
 Rules
 HRM policies and benefits
 Fellow employees
Contents Of Orientation Program …….
Goals & Objectives
History
Procedures
Policies
Organization’s Issues Rules & Regulations
Hierarchy, names of executives
Org Culture, Market & clients
Present & Future Plans

Pay Scales
Work hours, rest breaks
Human Resource Policies Insurance benefits
Retirement Program
Training Development Programs
Promotions & Transfers
Introduction
 Socialization, training and development
are all used to help new employees adapt
to their new organizations and become
fully productive.

 Ideally, employees will understand and

accept the behaviors desired by the
organization, and will be able to attain
their own goals by exhibiting these
behaviors.
Training & Development chapter 6

 Socialization .
 Ongoing process through which an
employee begins to understand &
accept the values, norms of work roles
& beliefs held with in the organization .

Organizations Socialization Individuals

Culture & Values Process Personality

Values of the Org are transmitted to newcomers

Through formal methods such as orientation & informal one such
as hazing
Socialization Process

Productivity

Outcomes Employees Commitment

Reduction of Employees’ Turn-over

The Process has Three Stages
 Pre-arrival stage: Individuals
arrive with a set of values,
attitudes and expectations which
they have developed from
previous experience and the
selection process.
The Socialization Process

Encounter stage:
 Individuals discover how well
their expectations match realities
within the organization.
 Where differences exist, socialization
must be carried out.
“ Members may quit or resign if the diff
is high… Realistic job info should be
given at the selection process”
The Socialization Process
Metamorphosis stage:
 Individuals have adapted to the organization, feel
accepted and know what is expected of them.

Transformation should be done in professional & careful

manner in order to achieve the outcomes of Socialization
process such as :
Productivity
Commitment
Reduce TURN- OVER
A Socialization Process
HRM’s Role in Orientation

 Coordinating Role: HRM instructs

new employees when and where to
report; provides information about
benefits choices.
 Participant Role: HRM offers its
assistance for future employee
needs (career guidance, training,
etc.).
Employee Training
Helps employees to fill up the gap
between “their present knowledge,
skills, attitude” and the “desired
SKA” for the present jobs

 present day oriented

 Focus on individuals current jobs
 Enhancing specific skills & abilities to
immediately perform their jobs and be
Employee development

Future-oriented training, focusing on the

personal growth of the employee.

“The gap filling enhancement of employees’

knowledge, skills and attitude to enable them
to become competent for the future higher job
position”
How to retain someone at
workplace ( Retention Strategy)
 Good Incentives
 Salary & Wages + Fringe Benefits
 Long Term Contracts
 3 years lecturer
 3-4 years of PhD
 5 Years Sign a Bond
 Development Programs
 Ph.D
 Career Development programs
 Employee development
 Focuses on future jobs in the organization
 Job career progress new skills and abilities will be
required

Example: sales territory manager, skills needed to perform

job quite diff from those required to sell products

 Supervise number of sales rep’s

 Management competencies
 Communication skills
 Evaluating employee performance
Are you groomed for positions of greater
responsibility ?
Employee Training
Through Training, Purpose Of Training
employees gain:
 Improve performance
 Knowledge
 Update employees
 Skills Skills

 Develop their abilities (Technology changes,

solve Org problems,
 Improve attitudes develop employees for
promotions)
Employee Training

Determining training needs

 Indicators of need for more training:

 Job performance or drop in productivity
 Increased rejects
 Job redesign or a technological breakthrough
 Rise in the number of accidents
 Competitive pressure /Change in the
Org Strategy( Downsizing, restructuring)
Steps to T&D
 Trainer must asses the needs of the
employee & the organization to learn which
objectives should be sought.

 Once objectives are set, the specific

content and learning principles are
considered
Needs Assessment
 Diagnoses current problems and future
challenges to be met through training and
development
Example: Competitive pressures or a
change in org strategy may lead to
downsizing & restructuring that
Company. As a result remaining
employees need to be more broadly
trained
 NA must consider each person
 Individuals employee’s need may be
determined by the HR dept-Supervisors – by
self nomination
 Approaches
 Survey (Trainees more receptive to resulting
programs when they are viewed relevant)
 Task identification
 Production record-grievances, safety reports,
absenteeism & turnover, exit interviews of departing
employees may reveal problems that should be
addressed through T&D efforts 
 inappropriate placement, orientation, selection or
recruiting may lead to workers deficiencies
Employee Training
Determining Training Needs
Training & development Objectives
 Once it has been determined
that training is necessary,  Program Content
training goals must be  Learning Principles
established
 The value added by training
must be considered versus the
cost.
 Training goals should be
established that are tangible,
verifiable, timely, and
measurable ( SMART)
 Ex: Fire fighter & airline
reservationists
 Program Content

Is shaped by the needs assessment and the

learning objectives
Program
 Teach specific skills must meet
 Provide needed knowledge the needs
of the ORG
 Influence attitudes & the
Participants
Learning Principles
Guidelines to the ways in which people learn
most effectively
 Participation
T&D are more effective
 Repetition when the training
methods match the
 Relevance Learning styles of the
participants & the types
of jobs needed by the
 Transference Organization
 Feedback

The more these principles are

reflected in training, the more
effective training is likely to be
 Learning Principles
 Participation: Learner quickly learns if participates actively (riding bicycle )

 Repetition: Practice again what makes learner a perfect person

 Relevance: Material should be relevant to the ones job

(trainer usually explain the overall purpose of a job to trainees before
explaining specific tasks– trainee see the relevance of each task & follow
correct procedures)
 Transference: The more closely the demands of training program should
match the demands of the job, the faster a person learns to master the
job Pilots trained in the flight simulators
(trainee quickly transfer the learning in the simulator-actual flight conditions)
 Feedback: Gives learners the info on their progress of how much they
learnt
“Tell me & I will forget, show me & I will may remember, involve me & I will
Understand”
Training Approaches
On- the-job Training
On-the-job training places the employees in
actual work situations and makes them
appear to be immediately productive. It is
learning by doing. For jobs that either
difficult to simulate or can be learned quickly
by watching and doing, on-the-job training
makes sense.

Tell me and I will forget, show me & I will

remember and involve me and I will understand
On-the-job training techniques

 Job Instruction Training

 Job Rotation
 Apprenticeship
 Coaching
 Committee Assignment
Job Instruction Training
 1. Preparing the trainees by telling them about
the job and overcoming their uncertainties;
 2. Presenting the instruction, giving essential
information in a clear manner;
Ford’s
 3. Having the trainees’ try out the job to Example
demonstrate their understanding;
 4. Placing the workers in the job, on their own,
with a designated resource per­son to call upon
should they need assistance?
Job instruction training applications can achieve impressive results.
Studies indicate’ that employee turnover can be reduced. Higher levels of
employee morale have been witnessed, as well as decrease in employee
accidents.
 Job rotation
 Cross train employees in a variety of jobs
 Cross training helps Org when vacations,
absences, downsizing or resignations occur

 Learning participation & high job

transferability – learning adv of job rotation

 Often associated with hourly employees, It

can be used for many levels on the org
Apprenticeship programs
 Learning from more experienced
employees
 Assistantships & internships are similar to
it because they use high levels of
participation by the trainee & high level of
transferability to the job
 Plumbers, carpenters often required to go
through AT
COACHING

 Coaching is similar to apprenticeship because

the coach attempts to provide a model for the
trainees to copy.
 It tends to be less formal than apprenticeship
program because there are few formal classroom
sessions
 It is provided when needed rather than being part
of a careful planned program.
 The manager or supervisor rather than the HR
department almost always handles coaching.
 COMMITTEE ASSIGNMENT

Committee assignments can provide an opportunity for the
employee to share in decision making, to learn by watching others,
and to investigate specific organizational problems. When
committees are of a tem­porary nature, they often take on task-
force activities designed to delve into a particular problem,
ascertain alternative solutions, and make a recommendation for
implementing a solution. These temporary assignments can be
both interest­ing and rewarding to the employee's growth.

 Appointment to permanent committees increases the employee's

exposure to other members of the organization, broadens his or
her understanding, and pro­vides an opportunity to grow and make
recommendations under the scrutiny of other committee members.
Off-the-job training techniques

 Classroom lectures
 Films and videos
 Simulation Exercises
 Virtual Reality
 Role Plays & Management Games
 Case Study
 Vestibule Training
 Simulation Training
Lectures & Video Prensetations
 Lectures techniques rely more on
communications than on modeling
 Participation, feedback, transference &
repetition are often low
 Television, films – using media productions
to demonstrate specialized skills that are
not easily presented by other training
methods
Simulation Exercises
 Training that occurs by actually performing the
work
 Advantages: create an environment similar to
real situations which managers faces

 Disadvantage: difficult to duplicate the pressures

& realities of actual decision making on the job-
individuals often act differently in real life
situations than they do in simulation excercies
Virtual Reality
 New concept – simulate actual work activities by
sending various messages to brain
 Place a helmet over his or her head- sensors
that display both visual & audio simulations of an
event
 Skiers can be taught to ski through VR
 Allows individuals to interact with their
environment as if they were really here
Case study
 Trainees study the cases to determine
problems, analyze causes, develop
alternative solutions
 Select best solution & implement it
 Effective method for decision making
abilities within the constrain of limited info
Role playing
 Device that forces trainees to assume
different identities
 Well suited for diversity training – greater
empathy & tolerance for individual
differences
 Create a work environment conducive to a
diverse workforce
 Example : male worker assume the role of
female supervisor- female supervisor
assume the role of male worker
Vestibule training
 Set up with the equipment similar to that
used on the job
 such trainings do not disturb the normal
operations of the organizations
 Example : PC Peshawar
Employee Development

Employee development methods

 Simulations include case studies, decision
games and role plays and are intended to
improve decision-making.
 Outdoor training typically involves challenges
which teach trainees the importance of
teamwork.- emotional & physical challenge
 Mountain climbing –
 surviving a week in the jungle