Chapter

8

/

Slide

12.

Differentiate

compliance,identification,andinternalization

asmotivesforsocialconformity.3.

Describethe

socialization

processandthe4.

Describetheimplicationsof

unrealisticexpectations

andthepsychological

contractforsocialization.Chapter

8

/

Slide

26.

Defineorganizational

culture

anddiscussthe7.

Discusstheassetsandliabilitiesof

strongorganizational

cultures.8.

Describehowtodiagnoseanorganizationalculture.Chapter

8

/

Slide

3?

Inmanysocialsettings,andespeciallyingroups,peoplearehighly

dependent

onothers.?

Thisdependencesetsthestageforinfluencetooccur.Chapter

8

/

Slide

4?

Relianceonothersforinformationabouthowtothink,feel,andact.?

Informationdependencegivesotherstheopportunitytoinfluenceourthoughts,feelings,andactionsviathesignalstheysendtous.Chapter

8

/

Slide

5?

Thesecircumstancespromoteeffectdependence.Chapter

8

/

Slide

6SocialInfluenceinAction?

Oneofthemostobviousconsequencesofinformationandeffectdependenceisthetendencyforgroupmemberstoconformtothesocialnormsthathavebeenestablishedbythegroup.Chapter

8

/

Slide

7?

Themotivesforsocialconformityvaryacrosssituationsandcanbeclassifiedasfollows:–

Compliance–

Identification–

InternalizationChapter

8

/

Slide

8?

Conformitytoasocialnormpromptedbythedesiretoacquirerewardsoravoidpunishment.?

Complianceisthesimplest,mostdirectmotiveforconformitytogroupnorms.?

Itprimarilyinvolveseffectdependence.Chapter

8

/

Slide

9?

Informationdependenceisespeciallyimportant.?

Animitationprocessisinvolvedinwhichestablishedmembersserveasmodelsforthebehaviourofothers.Chapter

8

/

Slide

10?

Conformitytoasocialnormpromptedbytrueacceptanceofthebeliefs,values,andattitudesthatunderliethenorm.?

Conformityoccursbecauseitisseenasright.Chapter

8

/

Slide

11Chapter

8

/

Slide

12?

Socialization

istheprocessbywhichpeoplelearntheattitudes,knowledge,andbehavioursthatarenecessarytofunctioninagroupororganization.?

Itisalearningprocessinwhichnewmembersmustacquireknowledge,changetheir?

Itistheprimarymeansbywhichorganizationscommunicatetheorganization’scultureandvaluestonewmembers.Chapter

8

/

Slide

13Chapter

8

/

Slide

14?

Socializationmethodsinfluenceimmediateorproximaloutcomeswhichleadtomoredistalorlonger-termoutcomes.?

Learningduringsocializationinvolvesfourmaincontentareasordomainsoflearning:task,role,workgroup,andorganization.?

Animportantobjectiveoforganizationalsocializationisfornewcomerstoachieveagoodfit.Chapter

8

/

Slide

15Person-JobandPerson-OrganizationFit?

Person-job

(P-J)

fit

referstothematchbetweenanemployee’sknowledge,skills,andabilitiesandtherequirementsofajob.?

Person-organization

(P-O)

fit

referstothematchbetweenanemployee’spersonalvaluesandthevaluesofanorganization.Chapter

8

/

Slide

16?

Animportantdistaloutcomeofsocializationisorganizationalidentification.?

Theextenttowhichanindividualdefineshim-orherselfintermsoftheorganizationandwhatitisperceivedtorepresent.?

Itreflectsanindividual’slearningandacceptanceofanorganization’sculture.Chapter

8

/

Slide

17?

Socializationisanongoingprocessthatinvolvesthreestages.?

Oneofthestagesoccursbeforeentry,anotherimmediatelyafterentry,andthelastoccursafteronehasbeenamemberforsomeperiodoftime.Chapter

8

/

Slide

18StagesofOrganizationalSocializationChapter

8

/

Slide

19?

Socializationthattakesplacebeforeapersonbecomesamemberofaparticularorganization.?

Includesformalandinformalexperiences.?

Notallanticipatorysocializationisaccurateandusefulforthenewmember.Chapter

8

/

Slide

20?

Thenewrecruitencountersday-to-dayrealityoforganizationallife.?

Includesformaleventssuchasorientationprograms.?

Ifsuccessful,therecruitwillhavecompliedwithcriticalorganizationalnormsandshouldbegintoidentifywithexperiencedorganizationalmembers.Chapter

8

/

Slide

21?

Mustbalancetheorganizationalrolewithnon-workrolesandfamilydemands.?

Beginstointernalizethenormsandvaluesthatareprominentintheorganization.Chapter

8

/

Slide

22?

Newcomerswhohavehighermetexpectationshavehigherjobsatisfaction,organizationalcommitment,jobperformance,andjobsurvivalandlowerintentionstoquit.Chapter

8

/

Slide

23?

Whydonewmembersoftenhaveunrealisticexpectationsabouttheorganizationstheyjoin??

Unrealisticexpectationsarearesultofoccupationalstereotypes,themedia,andrecruiterswhopaintrosypicturestoattractjobcandidatestotheorganization.Chapter

8

/

Slide

24PsychologicalContract?

Anemployeemightexpecttoreceivebonusesandpromotionsinreturnforhardworkandloyalty.Chapter

8

/

Slide

25?

Employeeperceptionsthathisorherorganizationhasfailedtofulfilloneormoreofitspromisesorobligationsinthepsychologicalcontract.?

Psychologicalcontractbreachisacommonoccurrenceandisrelatedtoaffectivereactions,workattitudes,andworkbehaviours.?

Breachresultsinnegativeemotionsthatstemfromfeelingsofviolationandmistrusttowardmanagement.Chapter

8

/

Slide

26?

Whydoespsychologicalcontractbreachoccur?–

Recruiterpromises?

Organizationsneedtoensurethattruthfulandaccurateinformationaboutpromisesand?

Psychologicalcontractbreachislesslikelyinorganizationswheresocializationisintense.Chapter

8

/

Slide

27MethodsofSocializationChapter

8

/

Slide

28?

Theprovisionofabalancedrealisticpictureofthepositiveandnegativeaspectsofthejobtojobapplicants.?

Therealisticjobpreviewprocesscanbecomparedtothetraditionalpreviewprocessthatoftensetsexpectationstoohighbyignoringthenegativeaspectsofthejob.Chapter

8

/

Slide

29Chapter

8

/

Slide

30RealisticJobPreviews:ResearchEvidence?

Realisticjobpreviewsareeffectiveinreducinginflatedexpectationsandturnoverandimprovingjobperformance.?

Turnoverreductionisdueinparttolowerexpectationsandincreasedjobsatisfaction.?

TheycausethosenotcutoutforthejoborwhohavelowP-JandP-Ofitperceptionstowithdrawfromtheapplicationprocess,aprocessknownas

self-selection.Chapter

8

/

Slide

31?

Orientationprogramsaredesignedtointroducenewemployeestotheirjob,thepeopletheywillbeworkingwith,andtheorganization.?

Theyalsoteachnewcomershowtocopewithstressfulworksituations.?

ARealisticOrientationProgramforEntryStress(ROPES)teachnewcomershowtousecognitiveandbehaviouralcopingtechniquestomanageworkplacestressors.Chapter

8

/

Slide

32?

Orientationprogramscanhaveanimmediateeffectonlearningandalastingeffectonthejobattitudesandbehavioursofnewhires.?

Evidenceofareductionintherateofturnover.Chapter

8

/

Slide

33?

Themannerinwhichorganizationsstructuretheearlyworkexperiencesofnewcomersandindividualswhoareintransitionfromoneroletoanother.?

Therearesixsocializationtacticsthatconsistofabipolarcontinuum.Chapter

8

/

Slide

34CollectiveversusIndividualTactics?

Whenusingthe

collective

tactic,anumberofnewmembersaresocializedtogetherasagroup,goingthroughthesameexperiencesandfacingthesamechallenges.?

Theindividual

tacticconsistsofsocializationexperiencesthataretailor-madeforeachnewmember.Chapter

8

/

Slide

35?

Theformal

tacticinvolvessegregatingnewcomersfromregularorganizationalmembersandprovidingthemwithformallearningexperiences.?

Informal

tacticsdonotdistinguishanewcomerfrommoreexperiencedmembersandrelymoreoninformalandon-the-joblearning.Chapter

8

/

Slide

36SequentialversusRandomTactics?

Withasequential

tactic,thereisaclearandfixedsequenceofstepsorstagesleadingtotheassumptionoftherole.?

Withtherandom

tactic,thereisanambiguousChapter

8

/

Slide

37?

Withafixed

tactic,thereisatimetableforthe?

Ifthetacticis

variable,thereisnotimeframetoindicatewhenthesocializationprocessendsandthenewcomerassumeshisorhernewrole.Chapter

8

/

Slide

38Chapter

8

/

Slide

39?

Thedivestiture

tacticinvolvesexperiencesthataredesignedtohumblenewhiresandstripawaysomeoftheirinitialself-confidence.?

Havingbeenhumbledandstrippedofpreconceptions,membersarethenreadytolearnthenormsoftheorganization.?

Theinvestiture

tacticaffirmstheincomingidentityandattributesofnewhiresratherthandenyingthemandstrippingthemaway.Chapter

8

/

Slide

40SocializationTactics(continued)?

Institutionalization

socializationconsistsofthecollective,formal,sequential,fixed,serial,andinvestituretactics.?

Individualized

socializationconsistsoftheindividual,informal,random,variable,disjunctive,anddivestituretactics.Chapter

8

/

Slide

41Chapter

8

/

Slide

42SocializationTactics(continued)?

Institutionalization

socializationreflectsamoreformalizedandstructuredprogramofsocializationthatreducesuncertaintyandencouragesnewhirestoacceptorganizationalnormsandmaintainthestatusquo.?

Individualized

socializationreflectsarelativeabsenceofstructurethatcreatesambiguityandencouragesnewhirestoquestionthestatusquoanddeveloptheirownapproachtotheirrole.Chapter

8

/

Slide

43SocializationTactics(continued)?

Institutionalization

socializationtacticsareeffectiveinpromotinguniformityofbehaviour.?

Whensocializationisindividualized,newmembersaremorelikelytotakeontheparticularcharacteristicsandstyleofthosewhoaresocializingthem–uniformityislesslikely.?

Institutionalizedsocializationisalwaysfollowedupbysomeindividualizedsocializationasthememberjoinshisorherregularworkunit.Chapter

8

/

Slide

44?

Institutionalization

socializationtacticshavebeenfoundtoberelatedtoproximalanddistaloutcomes:–

Lowerroleambiguityandconflict–

MorepositiveP-JandP-Ofitperceptions–

Morepositivejobsatisfactionandorganizationalcommitment–

Lowerstressandturnover–

AmorecustodialroleorientationChapter

8

/

Slide

45?

Individualized

socializationtacticsresultinamoreinnovativeroleorientationinwhichnewrecruitsmightchangeormodifythewaytheyperformtheirtasksandroles.?

Thesocial

tactics(serial-disjunctiveandinvestiture-divestiture)havebeenfoundtobethemoststronglyrelatedtosocializationoutcomes.Chapter

8

/

Slide

46?

Amentor

isanexperiencedormoreseniorpersonintheorganizationwhogivesajuniorpersonspecialattention,suchasgivingadviceandcreatingopportunitiestoassisthimorherduringtheearlystagesofhisorhercareer.?

Formentorstobeeffective,theymustperformtwotypesofmentorfunctions:–

PsychosocialfunctionsChapter

8

/

Slide

47–

Exposureandvisibility–

Coachingandfeedback–

DevelopmentalassignmentsChapter

8

/

Slide

48PsychosocialFunctionsofMentoring?

Thepsychosocialfunctionsofmentoringhelpdeveloptheapprentice’sself-confidence,senseofidentity,andabilitytocopewithemotionaltraumas.Theyinclude:–

Rolemodelling–

Provideacceptanceandconfirmation–

CounsellingChapter

8

/

Slide

49?

Mentoringrelationshipshaveoftenbeeninformalwithoutthedirectinvolvementoftheorganization.?

Withformalmentoringprograms,organizationsformallyassignmentorstoapprentices.Chapter

8

/

Slide

50?

Thelackofmentorsandrolemodelsisamajorbarrierforthecareeradvancementofwomen.?

Cross-gendermentor-apprenticedyadsareproblematicforfemaleapprentices.?

Organizationshavebeguntodevelopformalmentoringandnetworkingprogramsforwomen.?

Exclusionfrominformalnetworksisamajorroadblocktotheadvancementofwomen.Chapter

8

/

Slide

51?

Minorityapprenticesincross-ethnicgroupmentoringrelationshipsreportlessassistance,comparedtothosewithsame-racementors.?

Cross-racementoringrelationshipsfocusonthecareerfunctionsofmentoringandprovidelesspsychosocialsupportfunctions.?

Organizationsneedtodomoretoprovidementoringopportunitiesforminorityemployees.Chapter

8

/

Slide

52?

Mentoringtendstobemorestronglyrelatedtothesubjectivethantheobjectivecareeroutcomes.?

Thepsychosocialfunctionismorestronglyrelatedtosatisfactionwiththementoringrelationship.Chapter

8

/

Slide

53?

Thecareerfunctionismorestronglyrelatedtocompensationandadvancement.?

Bothfunctionsarejustasimportantingeneratingpositiveattitudestowardone’sjobandcareer.?

Formalmentoringprogramsarejustasbeneficialasinformalrelationships.?

Formalmentoringprogramsaremosteffectivewhenthementorandprotégéhaveinputintothematchingprocessandwhentheyreceivetrainingpriortothementoringrelationship.Chapter

8

/

Slide

54ProactiveSocialization?

Theprocessthroughwhichnewcomersplayanactiveroleintheirownsocializationthroughtheuseofanumberofproactivesocializationbehaviours.?

Oneofthemostimportantproactivebehavioursistorequestfeedbackaboutone’sperformanceandtoseekinformation.?

Newcomerscanacquireinformationbyrequestingit,byaskingquestions,andbyobservingthebehaviourofothers.Chapter

8

/

Slide

55ProactiveSocialization(continued)?

Theyseekouttask-relatedinformationthemostfollowedbyrole,group,andorganizationinformation.?

Newcomerscanalsoemployanumberofotherproactivebehaviours.Chapter

8

/

Slide

56ProactiveSocializationBehaviours?

Generalsocializing?

Networking?

Bossrelationshipbuilding?

Self-regulation?

RelationshipbuildingChapter

8

/

Slide

57ProactiveSocializationBehaviours(continued)?

Jobchangenegotiation?

Involvementinwork-relatedactivities?

Career-enhancingstrategies?

InformalmentorrelationshipsChapter

8

/

Slide

58ProactiveSocialization:ResearchEvidence?

Feedbackandinformationseekingisrelatedtogreaterknowledgeofdifferentcontentareasaswellastohigherjobsatisfaction,organizationalcommitment,andjobperformance,andlowerlevelsofstress,intentionstoquit,andturnover.Chapter

8

/

Slide

59ProactiveSocialization:ResearchEvidence(continued)?

Newcomerswhoaremoreproactiveintheiruseofthedifferentproactivebehavioursreportmorelearningandpositivesocializationoutcomes.Chapter

8

/

Slide

60?

Anorganization’sstyle,atmosphere,orpersonality.?

Consistsofthesharedbeliefs,values,andassumptionsthatexistinanorganization.CULTURE

NORMS

BEHAVIOURChapter

8

/

Slide

61CharacteristicsofOrganizationalCulture?

Cultureprovidesuniquenessandsocialidentitytoorganizations.?

Ittendstobefairlystableovertimeandonceestablisheditcanpersistandprovidesocialcontinuity.Chapter

8

/

Slide

62CharacteristicsofOrganizationalCulture(continued)?

Thecontentofaculturecaninvolvemattersthatareinternaltotheorganizationorexternal.Chapter

8

/

Slide

63?

Cananorganizationhaveseveralcultures??

Subcultures

aresmallerculturesthatdevelopwithinalargerorganizationalculturethatarebasedondifferencesintraining,occupation,ordepartmentalgoals.Chapter

8

/

Slide

64?

Effectiveorganizationsdevelopanoverarchingculturetomanagedifferencesbetweensubcultures.Chapter

8

/

Slide

65?

Astrongcultureisanorganizationalculturewithintenseandpervasivebeliefs,values,andassumptions.?

Astrongcultureprovidesgreatconsensusconcerning“whattheorganizationisabout”orwhatitstandsfor.Chapter

8

/

Slide

66?

Someorganizationsthataregenerallyagreedtohavestrongcultures:–

Hilti(Canada)Corp.–

BostonPizzaChapter

8

/

Slide

67?

Anorganizationdoesnothavetobebigtohaveastrongculture.?

Strongculturesdonotnecessarilyresultinblindconformity.Chapter

8

/

Slide

68?

Coordination–

Theoverarchingvaluesandassumptionsofstrongculturescanfacilitatecommunicationandcoordination.?

Conflict

Resolution–

Sharingcorevaluesisapowerfulmechanismforresolvingconflicts.Chapter

8

/

Slide

69?

Financial

Success–

Strongculturescontributetofinancialsuccessandorganizationaleffectivenesswhen

the

culture

supports

the

mission,strategy,

and

goals

of

the

organization.–

WestJetAirlinesisagoodexample.IthasconsistentlybeenrankedashavingoneofthemostadmiredcorporateculturesinCanada.Chapter

8

/

Slide

70–

Astrongculturecanproveveryresistanttochangeandcandamageafirm’sabilitytoinnovate.?

Culture

clash–

Strongculturescanmixbadlywhenamergeroracquisitionpushestwoofthemtogetherunderthesamecorporatebanner.Chapter

8

/

Slide

71?

Pathology–

Somestrongculturescanthreatenorganizationaleffectivenesssimplybecausetheculturesare,insomesense,pathological.–

Cul