Chapter 6 Summary: Socialization, Role Development, and Technology

Organizational Socialization

Anticipatory socialization begins before a person interviews with an organization. It is shaped by prior experiences with an industry and influences expectations about the organization.

Organizational encounter socialization occurs when an employee begins a new position. The slides describe this phase as a time of uncertainty in which employees determine whether expectations are being met.

Learning Organizational Culture

The case of Jason and the company picnic shows how new employees can misunderstand organizational culture and implicit expectations. Socialization includes learning both formal and informal norms.

Information Seeking and Leadership

The Pat case study shows the consequences of failing to ask questions. The slides emphasize that asking questions is one of the quickest and most effective ways for new employees to become socialized.

Leadership plays an important role by setting the tone for effective information seeking. The responsibility for learning is shared by both the employer and the employee.

Role Development and Fit

Supervisor-subordinate relationships are central to role development. Leader-Member Exchange Theory (LMX) suggests that leadership is a relationship of exchange that develops over time, often creating in-groups and out-groups.

Person-Organization Fit argues that people are attracted to, selected by, and likely to remain in organizations that match their values and personalities.

Technology and Recruitment

The slides explain that social media and related technologies affect recruitment and socialization. Organizations can use social media to enhance selection and socialization processes, and some use avatars in online selection because they can be cost effective, reach a worldwide audience, serve as an ice-breaker, demonstrate technology skills, and create more engaged interviews.