EMPLOYEE INDUCTION PROCESS

Employee induction process

Abstract

The conceptual domain of new employee induction process is defined. Following this, induction process are distinguished from socialization, psychological contracts, training, and realistic job previews (RJPs). Three somewhat diverse areas of academic research are used to develop a framework for the design and study of new employee orientation programs: (a) stress theory/coping methods, (b) attitude theory/change methods, (c) RJP theory/methods. The framework for designing new employee orientation is called “ROPES,” an acronym for Realistic Orientation Programs for new Employee Stress. Five field experiments that best represent ROPES are reviewed. Future research on new employee induction process should be guided by a clear definition of the conceptual domain, borrow liberally from related areas of inquiry, be conducted in field settings, and use experimental designs.

Table of contents

Abstract2

Chapter 1: Introduction4

Chapter 2: Literature Review7

The basics of an induction process15

Roles of other people in induction18

Stages of induction20

Main Induction Process24

Evaluating Induction26

Building an induction programme26

Defining New Employee Orientation30

Putting Newcomer Orientation in Context32

Orientation Versus Socialization32

Orientation Versus Psychological Contracts36

Orientation Versus Training38

Orientation Versus the RJP48

Realistic Orientation Programs for New Employee Stress (ROPES)50

ROPES Revisited and Revised51

Chapter 3: Methodology62

Method62

Data extraction63

Data synthesis64

Bibliographic management64

Chapter 4: Results65

Chapter 5: Conclusion83

References88

Chapter 1: Introduction

Every organisation, large or small, should have a well-considered induction programme. However, designing an appropriate and cost-effective induction package is a complex task. The induction programme has to provide all the information that new employees and others need, and are able to assimilate, without being overwhelming or diverting them from the essential process of integration into a team.

The term 'induction' is generally used to describe the whole process whereby employees adjust or acclimatise to their jobs and working environment. As part of this process, 'orientation' can be used to refer to a specific course or training event that new starters attend, and 'socialisation' can be used to describe the way in which new employees build up working relationships and find roles for themselves within their new teams1. Some people use the term 'onboarding' to describe the whole process from an individual's contact with the organisation before they formally join, through to understanding the business' ways of working and getting up to speed in their job.

The length and nature of the induction process depends on the complexity of the job and the background of the new employee. One size does not fit all - a standardised induction course is unlikely to satisfy anyone.

Majority of the companies provide an induction system for its new employees. It can have different forms. Induction is the process of introducing new employees to the company, to their supervisors and co-workers (if there are any), and to their jobs. The whole induction process is very important for the newcomers into the organization. Well-designed induction process allows new or transferred employees to be introduced into a new post and working environment quickly and therefore contributes effectively and efficiently as soon as possible.

A well-planned induction helps the employee to become integrated into the organisation, maximising morale through early success and quickly raising the level of performance and reducing ...