The Social Process of Joining an Organization - Essay Example

?The Social Process of Joining an Organization Organizations and the people within organizations confront a number of difficulties and situations that are entirely complex. It therefore follows that as social systems, both organizations and the people within them have to constantly adapt to complexity (Kriz, 2003, p. 495). Whether or not members of an organization learn to adapt to complexities is usually determined by how well members are integrated into the organization when they initially join it (Tomer, 1988, p. 826). The social process of joining an organization also known as “organizational socialisation” is important because it is a process in which the newcomer “acquires the attitudes, behaviour, and knowledge” necessary for participating as an “organization member” (Morrison, 2002, p. 1149). Among the main socialization processes are: assimilation, civilisation, marginalisation, and professionalization (Saks & Ashforth, 1997; Dierkes, Antal, Child, & Nonaka, 2003). How an organization applies and deals with each of these processes in the socialising of newcomers depends on the mission and policies of the organization. This essay examines some of the applicable theories directing organizational choices in the complex socialisation process for newcomers. Two useful theories for guiding the socialisation process are psychological and socialisation theories. These theories are important for helping organizations learn the appropriate recruitment and retention skills in the socialization process (Allen, 2006, p. 237). Psychological theory focuses on perceptions of organizational expectations and how those expectations are altered upon entry and with respect to the newcomer’s experiences within the organization and the newcomer makes sense of those experiences (De Vos, Buyens, & Schalk, 2003, p. 537). Psychological theory also narrows down the perceptions and how experiences alter perceptions by focusing on the experiences of gender groups (Robbins & Judge 2009, p. 45). Sociological theories such as social exchange theory argue that within an organization there is an: ..on-going, dynamic relationship between people as a series of interactions in which actors exchange resources guided by rules of exchange, such as social norms (Korte, 2009, p. 289). In other words, sociological theories inform of the processes in which a newcomer learns the social ordering of the organization via experiences and interactions after entering an organization. According to Allen (2006) employee turnover for organizations occurs more frequently among newcomers (p. 237). Unfortunately, this is problematic because, organizations typically invest a great deal of resources in the recruitment, and training of new employees and with the high turnover among newcomers, organizations have very little opportunities to realize a return on those investments (Allen, 2006, p. 237). Together sociological and psychological theories of organizational socialization inform that the socialization process commences before the newcomer enters the organization and that the socialization experience can have an impact on the newcomers decision to remain within the organization (Taormina, 1997, p. 29). It therefore follows that how an organization chooses to influence the socialization of a newcomer is very important and might even be relevant at the recruitment stage. For instance, perceptions of gender inequality in the work place such as in Wal-Mart where women are under-represented in its workforce might influence organizational change in attempting to increase the organization’s appeal to the female workforce (Boxall & Pucell, 2011, p. 14). In this regard, it would be necessary to change practices and policies within an organization that will facilitate the professionalization of women and thereby alter preconceived notions of gender inequality by practices and policies that significantly alter the newcomer’s “anticipatory socialisation process” (Ongiti, 2011, p. 78). For example, a new recruit who believes that an organization discriminates against women, can be trained and professionalized by an organization in a way that alters perceptions of gender inequality in the workplace. However, if practices and policies within the organization do not demonstrate gender equality, the newcomer’s anticipatory socialization process will be of no significant value as the new recruit’s experience will inform that the organization does not treat women fairly. Cultural processes are also among the social aspects that can influence a specific group to join an organization. Informed by psychological theories, fit theories argue that “individual and situational characteristics combine to influence” to determine whether an organization’s values are a good fit for an individual or a group of individuals (Chatman, 1991, p. 459). In this regard, an organization can influence the socialization process prior to recruitment and entry by communicating its values as an organization. For example, cognitive information processing theories inform that people generally receive information, compute it and either connect with it or not (Piccinini & Scarantino, 2011, p. 2). Organizations can therefore begin the socialization process prior to recruitment by selecting the image of the organization that they would like to communicate and to whom they wish the image to connect with. However, the communication of the organization’s culture and values continues and in doing so influences the experiences and expectations of the newcomer. Boselie (2010) explains that in many cases, when organizational culture does not conflict with the culture of prospective professionals and workers, they will be more willing to become a part of the organization (p. 108). However, cultural conflicts between the putative employee and the organization can compromise the assimilation process of newcomers and therefore increase the risk of the new entrant leaving (Saks & Ashforth, 1997). Essentially, understanding the social processes involved in newcomers experiences within an organization is important and this process begins prior to the newcomer joins the organization. The newcomer forms a perspective on the organization and depending on that perception anticipates what his or her experience will be within the organization. Thus organizations are required to understand how their cues reflect their values and missions and how those values and missions are experienced by newcomers after they become a part of the organization. Organizations are also required to know what and how socialization experiences informs the perceptions of newcomers and how these experiences will predict how well the newcomer is a fit for the organization and how well the organization is a fit for the newcomer. Informed by psychological and social theories, organizations can adapt techniques for enhancing the socialization experience of newcomers. For example, assimilation involves a social process in which diverse groups of people with diverse backgrounds are absorbed into an organization (Legge, 2005, p. 61). Assimilation therefore provides a method by which organizations can “control” or “manipulate” organizational culture (Papa, Daniels, & Spiker, 2008, p. 192). Assimilation occurs via experiences after entering an organization. For example, children will learn how they should behave in family by virtue of speaking with adults or other members of the family or by observing the behavior of others (Papa, et. al., 2008, p. 192). In this regard, assimilation begins before a newcomer joins an organization. When the newcomer joins the organization he or she will be absorbed into the culture of the organization by observing the behaviour of others or by speaking to others who are already established members of the organization. Civilisation takes the socialization process on a higher plain than assimilation. Assimilation refers to organizational culture, whereas civilisation is more connected to organizational performance. This is because civilisation is a social process in which the organization attempts to accomplish maximum levels of development and management. In this regard, workers are civilised by virtue of introductions to and integration into the most recent organisational systems intended to promote efficiency (Legge, 2005, p. 77). Obviously there are different levels of civilising and each level has its own unique learning and adjustment requirements within the organization. However, each stage of civilisation is entirely important. For newcomers, first impressions are lasting in terms of informing the newcomer what the organisation expects of him or her (Saks & Ashforth, 1997). Marginalisation is a social process in which a subservient group integrates with others within an organization. Marginalisation is more relevant to situations in which one organization absorbs another organization as in the case of mergers (Blyton & Fiorito, 2008, p. 45). In this regard, a marginalized group is always willing to join another group that s more stable (Blyton & Fiorito, 2008, p. 45). The expected outcome is that the resulting group will become more stable. However, for the purpose of socialisation, this can be a complex situation in that various cultures are blended to create new “cultural forms” and at the same time retain “elements of the former separate cultures” (Papa, et. al., 2008, p. 143). There are many examples of seamless mergers in which a larger more stable organisation absorbed a floundering organisation and the merger was successful. For example, the Delta-NorthWestern merger involved bringing together 70,000 employees and the transition was seamless. In the meantime, the merger between US Airways and America West struggled with labor issues several years after the merger (WorldWide-Aviation.net, 2012). Professionalization is also an important socialisation process for both organizational performance and culture. Professionalization is best understood as a process in which a number of people converge in a single organ to achieve specified objectives. As a social process, various people with different backgrounds, experiences and knowledge come together forming a diverse group in an organization and use their skills individually and together to enhance organizational performance. In this regard, professionalization is best understood as knowledge. As Papa, et. al. (2008) put is, knowledge is: A mix of framed experiences, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information (p. 166). It therefore follows that socialization is important in terms of professionalization for integrating newcomers’ knowledge and experience within the organization in a way that not only aligns with organizational goals and missions, but also enhances and builds on existing experiences and knowledge within the organization. The success of professionalism in the socialization of new members of the organization comes under the umbrella of knowledge management. In this regard knowledge management includes, the acquisition of “new knowledge”; ensuring that knowledge is represented in organizational communications; ensuring that knowledge is embedded in the organisation’s processes, services and products; knowledge is diffused/transferred “within the organisation”; knowledge is available for the decision-making process; there are incentives and a culture aimed at facilitating the growth of knowledge; and knowledge is viewed as an asset to the organization (Papa, et. al, 2008, p. 166). In other words, how an organization, creates, recruits and uses knowledge is part of the professionalization process in the socialisation of a newcomer. It not only begins with the selection or recruitment of talent and knowledge, but how it is used in practice is also important to the post-entry socialisation process. As Papa, et. al. (2008) informs, new employees are not expected to simply retain knowledge and information generally. For the most part new employers also have information and knowledge to share which can be beneficial to the organization as a whole (Papa, et. al., 2008). In this regard, professionalization is important for identifying employees who have talent and skills to contribute to the organizational mission and goals and once recruited, those talents and skills are put to use. Essentially organizational socialisation is a way of conceptualizing the role that culture plays in controlling and manipulating how employers are assimilated, professionalised and in some limited contexts (mergers) marginalized into an organization. The socialization process not only shapes, but predicts how the new recruit will “negotiate changes in how they function within organizations” (Papa, et. al., 2008, p. 197). Since socialization is a psychological and social process, the socialization process commences long before the newcomer enters the organization, therefore the manipulation and controlling of how new workers are socialised is a complex process. The complexity of socialisation arises because individuals are influenced by a wide variety of experiences and information prior to joining an organization. In fact, the socialization preparatory stage can begin as early as childhood where family dynamics inform individuals of the cultural and social norms of appropriate behavior (Papa, et. al., 2008, p. 197). These experiences are enlarged as the child grows and gains more social and cultural experiences. This background informs of how the individual will interpret information about an organization as well as experiences within an organization (Papa, et. al., 2008, p. 197). In the final analysis, socializing a newcomer into an organization is a complex experience engaging a number of social and psychological factors that bring together individual and group dynamics. For example, a newcomer is typically received via orientation which typically defines the newcomers’ jobs and what the organization expects from that newcomer. This may or may not involve a description of organizational culture or job training. Once the employee commences work, he or she will be informed either by informal or formal peer and mentor mentoring in terms of organizational socialisation. In the meantime, the newcomer is informed by preconceived knowledge, information and experiences. These preconceived factors will typically influence how the newcomer interprets and responds to his or her experiences within the organization. Bibliography Allen, D. G. 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