Two key content areas of an orientation program that may reduce turnover and increase morale
You are the VP of human resources for a 1,000 employee meat packing company in the small town of Fort Hays, Kansas. You recently examined the turnover data for the plant operation (the people who kill, butcher, and process the hogs) and discovered that turnover among employees who were in their first year of employment was 85% for 2004. In addition, exit interviews with recent quits confirm what the attitude survey you conducted last year: morale is low, despite a competitive compensation and benefits package.
At last week’s executive committee meeting, the President demanded that something be done to decrease turnover and increase morale, and soon. You suggested that by using an employee orientation program or a realistic job preview program, new employees will be more satisfied and less likely to quit. The president nixed the idea of using an RJP. He argued, “If people don’t know what they are getting into when they answer ads for jobs in a meat packing plant, I’m not going to waste money telling them.” Besides, he added, “the hiring process already includes a brief tour of the plant, and most prospective employees know somebody who already works there.”
That left you with the employee orientation program, which the president said he would consider if you could make a good case for why it should be done and what benefits could be gained. The president asks you to write a memo
addresses the following:
The stage or stages of Feldman’s socialization model that may be influenced by an orientation program. Support your choice(s).
Anticipatory socialization – this phase occurs before an employee has started a new job within a particular company. During this phase, they may do some research or receive some information about the company before they commence working there. If they talk to current or previous employees before starting the job, this may affect their opinion of the company. The new employee may also form their own opinions based on the type of interview they had and the type of communication they have had since from the company.
Encounter – just as the name suggests, this phase is when the employee ‘encounters’ their new workplace for the first time. Throughout this time, they will form their initial impressions of the company and of their fellow colleagues. Some companies may offer induction programs to help new employees deal with this period.
Change and acquisition – this is the final phase and describes when the new employee has mastered their training and acquired the skills needed to feel more confident in the role. They may feel like they ‘fit in’ more within their team and may feel more in control. New employees are not usually expected to be experts in the new role or be totally confident at the beginning so this final stage will usually happen for individuals after different
that a periods of time in a new job. It will probably depend on factors such as their experience, readiness to learn and ability to adapt to new situations.
Two key content areas of an orientation program that may reduce turnover and increase morale.
The role of the supervisor and the new employee in an effective orientation program.
The timing of orientation activities (i.e., one shot? spaced over time?). Support your choice.
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Joining and getting used to an organizational process is not easy even to the experts who have worked in many organizations because every organization has unique structures and processes . How employees are received and treated can greatly influence their stay in the organization. This therefore underscores the importance of an orientation program to the incoming employees………………………..
APA
325 words
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