2400 chp 8
information dependedence
dependence on others for information on how to feel. think, and act
effect dependence
dependence on others due to their capacity to provide rewards or punishments
Social information processing theory
information from others is used to interpret events and make expectations about acceptable attitudes and behaviour
Three motives for social conformity
compliance: conform to social norms due to the desire to obtain rewards or avoid punishment
identification: conform to social norms due to the perception that those who enforce norms are similar to you
internalization: conform to social norms due to acceptance of beliefs and value
socialization and stages
process of learning attitudes and behaviours that are important for group functions
1. Anticipatory socialization: a lot of socialization occurs before being a member
2. encounter: the reality of day-to-day life as a member
3. role management: fine-tuning and managing new roles in the organization
uncertainty reduction theory
motivated to reduce uncertainty so the workplace becomes predictable
three job fits
person-job fit: match between employee skills and abilities and requirements of a job
person-organization fit: match between personal and organizational values
person-group fit: match between employee values and work group values
organizational identification
extent to which employees define themselves in terms of the organization and what it is perceived to represent
reality shock
reality of job does not meet expectations
psychological contract and psychological contract breach
beliefs held by employees regarding obligations and promises between them and the organization
breach - employee perception that the organization failed to fulfil promises in psychological contract
socialization resources theory
provide newcomers with resources throughout organizational socialization processes to ease adjustment
Realistic orientation programs for entry stress (ROPES)
programs designed to help newcomers with coping techniques to manage workplace stressors
socialization tactics
institutionalized socialization: formal and structured programs
individualized socialization: lack of structure and encourages hires to question the status quo
career mentoring functions
sponsorship - nominate newcomer for advantages
exposure and visibility - provide opportunities to work with key people and see other organizational parts
coaching and feedback - suggestions for work
developmental assignments - provide challenging work to develop skills crucial to career
psychological functions of mentoring
role modelling - attitudes and values to imitate
provide acceptance and confirmation - provide encouragement and support for self-confidence
counselling - discuss concerns
formal mentoring programs
org sponsored programs where seasoned employees are recruited as mentors
developmental networks
group of people wh have interest in new hires and want to develop them
proactive socialization
when newcomers play a role in socialization using specific socialization behaviours
feedback seeking: requesting feedback on performance
information seeking: request information about the job, group, and organization
how to diagnose a culture
symbols
rituals
stories
organizational culture, subcultures, and strong cultures
shared beliefs and values that exist in the organization
subculture: smaller cultures developed by differences in training, occupation or goals
strong cultures: intense values and beliefs
strong culture assets:
- coordination
- conflict resolution
- financial success
liabilities of strong cultures:
- resistance to change
- culture clash (mergers)
- pathological behaviour
socialization process (7)
1. selecting employees
2. debasement - provoke humility (humbleness)
3. training
4. reward and promotion - reward those who demonstrate org values
5. exposure to core culture - core beliefs, values, and assumptions are asserted to provide guidance
6. exposure to organizational folklore - reinforce nature of org culture
7. role models - serve as examples for imitation