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Publication date: 1 March 2001

Joost Ardts, Paul Jansen and Mandy van der Velde

In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that…

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Abstract

In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that are necessary to function as a fully‐fledged member of the organisation. After all, the more effective and efficient the socialisation, the sooner a newcomer can be productive for the organisation. This is especially true for a specific group of newcomers, the future managers, as they frequently point out that they are not well prepared for their tasks and their new identity as managers, but are expected to propagate the company policy. The article discusses research that assists organisations to steer the socialisation of new employees. It also provides the framework whereby the link between abstract socialisation tactics and concrete personnel instruments, such as introduction programs, training and education, career planning, career counselling, and performance appraisals, will be realised.

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Journal of Management Development, vol. 20 no. 2
Type: Research Article
ISSN: 0262-1711

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Article
Publication date: 1 June 2002

Some firms call it induction, the process by which new employees get to know about their company and the way it operates. But while induction can be superficial and concentrate on…

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Abstract

Some firms call it induction, the process by which new employees get to know about their company and the way it operates. But while induction can be superficial and concentrate on systems, socialization is much more important: the learning process by which newcomers’ attitudes and behavior is shaped to help them fit into the work community.

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Human Resource Management International Digest, vol. 10 no. 3
Type: Research Article
ISSN: 0967-0734

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