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Socialisation

Posted by Hugh on August 30, 2014 in Project, Research Methods |

Socialisation is a term used to refer to the lifelong process of inheriting and disseminating norms, customs and ideologies, providing an individual with the skills and habits necessary for participating within his or her own society or in this case organisation.

Socialization is thus ‘the means by which social and cultural continuity are attained’ and describes a process which may lead to desirable, or ‘moral’, outcomes in the opinion of society. Scientific research provides some evidence that people might be shaped by both social influences and interactions with others can influence behaviours.

See http://en.wikipedia.org/wiki/Socialization

Socialisation is a significant influence on an individual’s job satisfaction and training is a formal mode of socialisation (Natarajan & Nagar, 2011). New comers need to learn what to do and how to do it and are eager to learn. However, other individuals cannot be relied upon to be consistent (Korte 2010). Socialisation of the learner into the organisation is important for the learner (Natarajan & Nagar, 2011; Beattie, 2006) and the managers of the learners play an important role (Korte, 2010).

The literature agrees that early induction leads to greater job satisfaction and increases productivity (Natarajan & Nagar, 2011; Korte, 2010). A formal induction process can help the new comers socialisation into the organisation and if done effectively and efficiently should increase the productivity of the employee. Identifying what new comer should know will aid in the design of the elearning module.

References

Beattie, R. S. (2006). Line managers and workplace learning: Learning from the voluntary sector. Human Resource Development International, 9(1), 99-119.

Korte, R. (2010). ‘First, get to know them’: a relational view of organizational socialization. Human Resource Development International, 13(1), 27-43.

Natarajan , N. K., & Nagar, D. (2011). Induction Age, Training Duration & Job Performance on. Indian Journal Of Industrial Relations, 46(3), 491-497.

 

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