Thematische Bibliographien / Employer socialization

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Auswahl der wissenschaftlichen Literatur zum Thema „Employer socialization“

Autor: Grafiati

Veröffentlicht am 30. Juni 2021

Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Employer socialization"

Bowman, Thomas G., Stephanie M. Mazerolle und Brianne F. Kilbourne. „Perceptions of Employer Socialization Tactics During Junior Faculty Transition into Higher Education“. Athletic Training Education Journal 13, Nr. 1 (01.01.2018): 42–48. http://dx.doi.org/10.4085/130142.

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Context: New faculty are expected to teach, be productive scholars, and provide service in order to earn tenure, but few experience the full spectrum of faculty responsibility during doctoral preparation. Recent evidence suggests mentorship and orientation are important during role transition. However, how employers facilitate role transition for new faculty remains unclear. Objective: Examine the perspectives of junior faculty members' organizational socialization into higher education, specifically focusing on mentorship and orientation sessions. Design: Qualitative study. Setting: Fourteen higher education institutions. Patients or Other Participants: Sixteen junior faculty (7 male, 9 female; age = 32 ± 3.5 years) representing 7 National Athletic Trainers' Association districts participated. At the time of the interview, all participants were within their first 3 years of a full-time faculty position. Main Outcome Measure(s): All participants completed a semistructured telephone interview. The interview guide was focused on the experiences of junior faculty and was developed based upon the literature and purpose of the study. We analyzed the transcribed interviews using a general inductive approach. Results: Mentors provided support to assist in the transition to faculty positions on a variety of topics, although formal mentoring programs are identified as helpful only if a relationship develops. Regarding the second theme, participants noted orientation sessions organized by the institution or department that provided a clear overview of the position. However, despite their use, many described the orientation sessions as not providing essential information that would have been helpful. Additionally, tenure and promotion processes often had purposefully vague criteria regardless of how thorough the explanation, leading to stress. Conclusions: Our findings suggest that higher education administrators help new athletic training faculty transition by providing mentors and orientation sessions. Findings also suggest that these experiences, at times, are not comprehensive and caused the transition to academe to be stressful.

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Coldwell, David A. L., Mervywn Williamson und Danielle Talbot. „Organizational socialization and ethical fit: a conceptual development by serendipity“. Personnel Review 48, Nr. 2 (04.03.2019): 511–27. http://dx.doi.org/10.1108/pr-11-2017-0347.

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PurposeA significant and increasing number of graduate recruits take up employment for specific companies by virtue of their ethical reputation and profiles. As such, ethical fit has become an important dimension of the attraction and retention of graduates. However, preconceived notions of a company’s ethical orientation obtained through the media and initial recruitment exercises may be challenged during the induction and socialization phases of organizational entry, such that people may find that the reputation is just an external façade leading to disappointment and a reassessment of the employer. The paper aims to discuss these issues.Design/methodology/approachThe study’s essential focus is on building a conceptual ethical fit model and to underline the need for further conceptual development in the area. The analysis of extant secondary data and the methodology of serendipity were used.FindingsThe model’s conceptual cogency and practical utility for human resource management are analyzed in the light of specific secondary data and specific propositions described.Research limitations/implicationsA major concern with conceptual models is empirical validity and practical utility which requires empirical testing. However, this limitation has been mitigated by the use of a serendipitous approach from a qualitative empirical study with a generalized person–organization (P–O) focus.Practical implicationsVarious practical implications of the model described in the paper for HR management are evident from empirical studies in the area which have dealt with particular aspects of the model. For example, Baueret al.(1998) found that socialization effects employee turnover. And, Cable and Parsons (2001) indicate that organizational socialization is critical in generating committed employees whose values are congruent with those of the organization. Since committed employees are critical for the success of the organization, they suggest training programs for hiring managers and criteria in performance appraisals that include the development of employee value congruence through specific formal socialization tactics.Originality/valueThe paper contributes to the extant literature by building a dynamic conceptual model with attendant testable propositions that explore the implications of employee misalignment in pre-socialization anticipatory organizational ethical fit and post-socialization organizational ethical fit. More specifically, the study contributes to the extant literature by considering the socialization process in relation to ethical fit dynamics. It also considers from the point of view of specific moral development theory and changing perceptions of ethical climate that occur during organizational socialization. Serendipitous material obtained from a qualitative study of P–O fit puts flesh on the bones of the effects of the socialization process on ethical fit described by the paper’s conceptual model while providing circumstantial evidence for the propositions and their practical utility for HR management.

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Okpo, Par Nassoua Antoine. „Déterminants Psycho-Socio-Culturels De La Victimisation Des Employées Mineures De Ménages À Abidjan“. European Scientific Journal, ESJ 13, Nr. 2 (31.01.2017): 211. http://dx.doi.org/10.19044/esj.2017.v13n2p211.

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This study aims to identify the psycho-sociocultural determinants of the victimization of minors employed by households. Two hypotheses have led to this research. Semi-directional interviews with parents and employers of minors were used. Three theories have been convened; The culturalist theory of the cultural transmission of values and beliefs, the theory of reasoned action and that of planned action have led to knowledge of the motivations of employers. The consciousness of the tacit guarantee of the impunity of the person who chastises a minor, the acceptance of punishments as a deterrent and educational force during socialization, and the subjective interpretation of the actions of minors are the main psychosociocultural determinants Of the victimization of minors. These motivate and trigger the victim's attitude in the employer.

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Mineva, O. K., und E. V. Polyanskaya. „Evolution of staff motivation management tools in digital reality“. New Technologies 17, Nr. 1 (05.04.2021): 105–11. http://dx.doi.org/10.47370/2072-0920-2021-17-1-105-111.

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Traditional motivation tools are almost completely focused on meeting the basic needs of a person. Until 2010 the management science did not consider the satisfaction of the highest needs of a person as a priority, however, the satisfaction of a person’s basic needs in the 21st century is considered as a presume, and the toolkit that formed it significantly limits the efficiency of companies. A feature of a modern employee is his high level of education, formed digital skills, deep socialization, which manifests itself in a request to an employer about working conditions that allow finding an acceptable balance between work and personal life, the constant development of competencies and a consistent change in status. At the same time, the portrait of a modern employer has also changed, and now the effectiveness of an employee is important with the maximum possible cost optimization. This requires a significant change in the mentality of HR workers, employers and their search for new motivation tools. The 2020 lockdown has significantly transformed the scale of employee values and require employers to promptly modify the usual business models. The result of the lockdown is a large case of motivation tools, for which there were requests even before the COVID pandemic. Scientists have received a one-time approbation of new motivation tools around the world. Within the framework of the research, we have carried out work on the systematization of the most effective motivation tools and their application in accordance with the highest needs of the individual. The introduction of modern motivation tools into the practice of companies can significantly increase the attractiveness of work in it for employees, achieve an increase in labor efficiency while reducing conditionally fixed costs.

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Hastings, Sally O., Sandra Aponte, Esther Valverde, Catherine Gristock, Rebecka Fraser, Michelle Missigman, Jordan Bicasan und Luisa Rosas. „Nonverbal Communication and Writing Deficiencies of Graduates: Research by Undergraduates for Undergraduates“. Business and Professional Communication Quarterly 83, Nr. 2 (25.02.2020): 204–22. http://dx.doi.org/10.1177/2329490620906447.

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Effective organizational socialization demands soft skill competence. This article advances two goals: (a) explore the inclusion of undergraduate researchers in the scholarship of teaching and learning research and (b) present research findings on employer perceptions of new college graduates’ communication skills. The research team used a rules approach to explore employer perceptions of nonverbal communication skills for new college graduates, such as commonly violated rules. Four key findings relating to rule violations in unspoken communication include displaying a lack of interest, inappropriate attire, body art, and writing deficiencies. Suggestions are offered for including undergraduates in this kind of research.

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Kim, Mikyoung. „Between a Rock and a Hard Place: The Impact of Anti-Americanism on Locally Employed Staff at the American Embassy in Korea“. Public Personnel Management 34, Nr. 3 (September 2005): 235–45. http://dx.doi.org/10.1177/009102600503400302.

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The Korean locally employed staff (LES) at the American Embassy in Seoul face idiosyncratic job-related challenges. The Korean LES often find them-selves caught in the crossfire between the American government and domestic anti-American sentiments. The LES's dual identity as Korean nationals working for a foreign government puts them in an awkward position in times of bilateral friction. They are subjected to negative framing of their occupational socialization and threats of physical attack. Their low turnover rates, however, suggest the existence of effective coping mechanisms. The LES internalize the pride of working for the superpower government and assuming a mediator's role between their employer and the Korean public. Monetary motivations also play a crucial role in the tight local labor market.

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Munir, Ningky Sasanti, Eva Hotnaidah Saragih und Martinus Sulistio Rusli. „BCA’s employer branding – the challenge ahead“. Emerald Emerging Markets Case Studies 6, Nr. 3 (15.08.2016): 1–22. http://dx.doi.org/10.1108/eemcs-08-2015-0177.

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Subject area PT. Bank Central Asia, Tbk. (BCA), the largest national private bank in Indonesia, won an award for the Best Bank at the Euromoney Awards for Excellence (Asia) 2014. During the same event, in several categories, haloBCATM and BCA employees also won several awards. Previously, a number of awards were received by BCA such as: Best Indonesia Local Private Bank in 2010, Contact Center World Champion in 2012 and 2013, and Best Mega Contact Center in Asia Pacific Region in 2014. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer employees. The company resumed recruiting in 2010. BCA’s human resource (HR) profile in 2013 showed that nearly half of BCA’s permanent employees were aged 45 years or older, 40 per cent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. BCA has raised its efforts to recruit new talent. However, recruitment is not easy, as BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of the BCA and have been used to attract the future successors of BCA in Indonesia? Study level/applicability Master Degree in Human Resources Management or MBA Program. Case overview PT Bank Central Asia Tbk (BCA), which was established on February 1957, is Indonesia’s largest lender by market value and the second largest bank by assets. The bank has experienced a remarkable recovery from the Asian Financial Crisis in the late 1990s when the Indonesian banking system became almost bankrupt. It provides both commercial and personal banking services through its 1,000-plus branches across the country. As the largest national private bank, BCA is a well-known bank in Indonesia. BCA is managing more than 12 million customer accounts, processing hundreds of millions of financial transactions and fulfilling the needs of individual and corporate customers through various products and services. BCA Automatic Teller Machines (ATMs) are located virtually and BCA’s Electronic Data Capture (EDC) machines are available at many merchants both in big cities or small towns across Indonesia’s archipelago. However, for a nation with a population of more than 240 million spread out over 34 provinces, the presence of BCA is still deemed unevenly distributed. In the next 10 years, BCA has no plan yet of expanding outside of Indonesia. BCA put its attention on developing its market in Eastern Indonesia. Funding sources, which usually becomes an issue for expanding companies, are not a source of concern for BCA. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer new employees. The company had recently resumed recruiting in 2010. BCA’s HR profile in 2013 showed that nearly half of BCA’s permanent employees were 45 years of age or older, 40 percent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. Currently, BCA has raised its efforts to recruit new talent and its future leaders through various programs, such as: BCA Development Program (BDP), one of the most acknowledged management trainee programs in the Indonesian banking industry, provides intensive and rigorous training to selected new recruits to ensure development of BCA key talents and future leaders. HR business partners that actively visit campuses in the eastern region of Indonesia. Socialization programs in state and private universities. Job fairs, Web recruitment, internships and employee referrals, job opportunity advertisements posted at BCA branch offices located near universities and in the leading mass media. Utilization of recruitment consultant services, especially to find candidates with specific qualifications. Utilization of communication media printed (poster, flyer, booklet, banners) and electronically. Provision of scholarships to high school graduates with excellent academic records but facing financial difficulties. However, recruitment is not easy for BCA because – like other well-known companies in Indonesia – the Bank only recruits the best people based on the prospective employees’ hard and soft competencies. BCA’s aim to project a positive perception toward its employees as “a fun workplace with family-oriented atmosphere, and commitment about employees’ development” has yet to strongly resonate in Indonesia’s labor market. BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of BCA and have been used to attract the future successors of BCA in Indonesia? How should BCA obtain a large number of qualified talent pools through an effective Employer Branding strategy? Expected learning outcomes By the end of discussing the case, the learner will be: conceptually: able to explain what is meant by employer branding, internal and external approach and able to explain the relationship of employer branding with business strategy, talent management strategies and HR management functions as a whole; practically: able to identify and analyze BCA Recent Condition – able to explain the BCA brand image in the eyes of public/external/job seekers in Indonesia and internal/current employees of BCA – able to identify strategies that BCA does to recruit potential job seekers – and able to explain the influence of innovative products and services that BCA has currently on BCA employer branding; able to identify BCA goals/needs; able to identify the characteristics, needs and preferences of BCA target group of workers, concerning to the latest issues arise such as: Gen Y and AEC (ASEAN Economic Community); able to evaluate the effectiveness of BCA employer branding strategy and communications and to identify the problems faced by BCA related to employer branding; able to generate ideas related to the improvement of BCA employer branding strategy and programs – what message to be branded (company unique employee value propositions – tangibles and intangibles) – what program to be implemented (internal and external) – and how is the integrated marketing communication strategy (segmenting-targeting-positioning, channels). Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS:6: Human Resource Management.

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Bortnikas, Aleksandras. „Problems with Modernizing Human Resources in The Lithuanian Service Sector“. Journal of Intercultural Management 11, Nr. 4 (01.12.2019): 146–57. http://dx.doi.org/10.2478/joim-2019-0027.

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Abstract Objective: Problems in modernizing human resources of Lithuania’s service sector are discussed in the article. The objective of the article is to reveal the issues of human resources modernization, identify the trends and measures for human resources’ modernization in the service sector of Lithuania. The process of human resource management is understood as a continuous procedure where the main activities are planning, recruitment, selection, socialization, training and improvement, assessment of activity, promotion, displacement, downgrading or dismissal. The essential trends and measures for modernizing management of human resources is strategic management of human resources, growth of employee competencies and development of electronic human resources. Noteworthy to mention that in the modern world, when striving for competitive advantage, it is important to follow the guidelines of strategic management of human resources. The significance of information technologies cannot be forgotten, because the instalment of these technologies helps to coordinate innovations in science, originality and practical experience, all of which is oriented towards creation of new services and products for the society. Methodology: The research methods are based on the insights of the researchers using the analysis of scientific literature and synthesis methods. The study analyzes issues related to the modernization of human resources management in the Lithuanian service sector. Findings: Summarizing the study results, aspects of a modern organizational culture can be distinguished: promotion of friendly communication among employees (this allows solving problems in the organization among employees without the need for the employer to interrupt); constructive conflict solving with the help of a mediator; an employee who is valued in the organization becomes initiative, able to independently make decisions, is more involved in achieving goals of the organization; organizational culture is being modernized by promoting employee creativeness, or through pleasant and beneficial tasks; a manager in a modern organization is distinguished by a democratic leading style, is not a sole controller – decisions are made with the involvement of the entire team; it is modern to seek for a high level of service provision (not to be only profit-oriented). Value Added: Based on the results of the research, a way of modernizing human resource management in Lithuanian catering establishments was suggested in order to maintain high level of services provided by modern motivation methods and other elements of the organizational culture model. Recommendations: Summarizing the results of the research it is possible to distinguish aspects of modern organization culture, which showed that modernization of human resource management in Lithuanian catering establishments includes ensuring of microclimate in the organization; healthy workplace emotional and physical well-being; employee socialization; motivation of employees and encouragement to seek a high level of service in modern ways of motivation and other elements of the organizational culture model that are recommended to be emphasized in the organization.

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Timpka, T. „Professional Ethics for System Developers in Health Care“. Methods of Information in Medicine 38, Nr. 02 (1999): 144–47. http://dx.doi.org/10.1055/s-0038-1634172.

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AbstractMedical informaticians are multidisciplinary professionals responsible for developing complex technical systems. The aim of this study was to investigate how a code of ethics can help medical informaticians in avoiding design failures. An exploratory case study was performed to identify factors related to failure during system development. The literature on professional ethics was reviewed to derive a preliminary code of ethics. The case study showed that collaboration across individual and professional values is required to avoid failure during system development in health care. Having either the employer or the health care providers in focus for moral judgments may be misleading and cause confusion. The preliminary code emphasizes socialization, education and cooperation rather than enforced compliance. As a code is a distillation of experiences, its major benefit to medical informaticians should be its clarification of the profession’s position in society.

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Proaño, Jairón Enrique Mendoza, Carlos Julio Molestina Malta, Edison Antonio Chango Agama und Sofía Andrea Basantes Vinueza. „Análisis De Los Riesgos Mecánicos Y Su Incidencia En La Seguridad Y Salud Laboral En Los Trabajadores. Estudio De Caso: Fundición De Estructuras Metálicas“. European Scientific Journal, ESJ 13, Nr. 15 (31.05.2017): 352. http://dx.doi.org/10.19044/esj.2017.v13n15p352.

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The analysis of occupational risks within companies, based on civil works, is of great importance in ensuring the safety and the occupational health of its collaborators. The present research work focuses on the analysis of the current situation by means of the methodology of William Fine. The study aims to identify and evaluate the mechanical risks, where the occurrence of these catastrophic events generates multiple consequences. This consequence is both for the employer and the employee, and it ranges from labor absenteeism, physical and mental injuries, and significant economic losses for enterprises by various cases of demands or treatments that must incur due to the lack of procedures of control and prevention. This, however, might be equipment and machinery used in the phase of casting metallic structures, especially in Quintana construction company. The results were obtained through qualitative-quantitative methodology in obtaining the worker’s perspectives. They stated that they are conditioned to high risk mechanical jobs, where the lack of equipment for protection as well as the proper socialization of internal safety guidelines limited the involvement of partners. Consequently, it is essential to mitigate the occurrence of risks at the mention of the company events. As part of the conclusion of this study, there is the need to design a matrix of risks and identify the existing risks. In addition, the proposed control measures were determined.

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Dissertationen zum Thema "Employer socialization"

Dedic, Irma, und Mobina Zavaher. „Does the front door match the backdoor? : A single case study on how employee turnover affects the level of engagement & investment in EVP touchpoints: pre-, on-, and off-boarding“. Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-48767.

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Research questions: In particular, how does employee turnover relate to the level of engagement and investment during the EVP touchpoints: preboarding, onboarding, offboarding? Purpose & Aim: The purpose is to explore the relationship between the level of employee turnover and the level of engagement in the EVP: preboarding, onboarding, and offboarding. Method: A qualitative approach was chosen for the thesis, which was conducted through seven semi-structured interviews. The informants were different managers with personal responsibility for both white and blue-collar workers from a multinational company, operating mostly B2B in a matrix-like organization. Conclusion: The engagement & investment in the three different EVP touchpoints was shown to be affected by the turnover in different ways, thus affecting the organizational socialization. With a generally low turnover for many years, a sudden drop due to retirements and resignations, from very loyal employees in most departments, a sudden lack of employees developed. This was followed by a strain on the resources that already were not considered superfluous, creating a negative spiral. A considerable difference was found in the engagement between the preboarding, onboarding, and offboarding. The entry points were increasingly more of a priority than the exit points, with a growing imminent need for employees. However, this also halted the efficiency of a “proper” onboarding in the most afflicted departments, as the knowledge transfer and socialization was not able to properly be induced into every employee. With a not fully integrated approach across the organization, the core values were not integrated nor consistent either. Conclusively, there needs to be a consistent proactive effort to manage these EVP touchpoints in order to create prerequisites for a sustainable EB, especially in today’s labour market.

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Viklund, Carolin. „Nyanställd på distans : Introduktion i en kunskapsorganisation med begränsad tillgång till fysiska möten“. Thesis, Stockholms universitet, Institutionen för pedagogik och didaktik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-194468.

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Föreliggande uppsats undersöker hur introduktionen av nyanställda, som under pågående Covid-19-pandemi till stor del genomförs på distans, påverkas vad det gäller utformning och kvalitet, samt hur den upplevs av den nyanställde. Studien är en kvalitativ intervjustudie med induktiv ansats. Urvalet består av personer som börjat ett nytt arbete i kunskapsorganisationer under perioden mars 2020 till januari 2021 och som huvudsakligen introducerats och arbetat på distans. Materialet har analyserats tematiskt och resultatet analyseras och diskuteras utifrån tidigare studier av introduktionsprocesser, lärande och socialiseringsprocesser på arbetsplatser. Resultatet visar att introduktionen i sina beståndsdelar liknar den som sker fysiskt, men att den med fördel kan anpassas mer till de förutsättningar som distansarbete och en mer digital interaktion medför. Moment som sker naturligt i en fysisk miljö upplevs som konstlade när de replikeras digitalt och relationsbyggande, som i tidigare forskning identifieras som den enskilt viktigaste beståndsdelen i en introduktion, tar längre tid, både med kollegor och med arbetsgivaren. Stort ansvar läggs på den nyanställde att själv bygga relationer, söka information, förstå sin uppgift och forma sin roll. Att från arbetsgivarens sida ge stöd genom att visa närvaro och förståelse för att detta sker och tar tid kan öka chansen att den nyanställde upplever sig som värdefull, sedd och därmed även som en del av företaget.
The purpose of this study is to investigate how the onboarding of new employees, which during the ongoing covid-19 pandemic is largely done remotely, is affected in terms of design and quality, and how it is experienced by the new employee. The study is a qualitative interview-based study with an inductive approach. The sample consists of people who have started a new job in knowledge-based organizations during the period March 2020 to January 2021 and who have mainly been onboarded and worked remotely. The material has been analyzed thematically and the results have been analyzed and discussed based on previous studies of introduction processes, learning and socialization processes in workplaces. The results show that activities in the digital onboarding are similar to those that take place physically, but that the activities would benefit from being adapted to the conditions that telework and more digital interactions entail. Elements that occur naturally in a physical environment are perceived as artificial when they are replicated digitally and relationship building, which in previous research is stated as the single most important variable in an introduction, takes longer, both with colleagues and with the employer. A large responsibility is placed on the new employees to build relationships, seek information, understand the tasks and shape the work by themselves. Giving support from the employer by showing presence, support and understanding for this time-consuming process can increase the chance that the new employee feels valued, seen and thus also as part of the company.

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Blevins, Maria Dawn. „THE SOCIALIZATION OF SEASONAL EMPLOYEES“. The University of Montana, 2008. http://etd.lib.umt.edu/theses/available/etd-12192007-173901/.

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Pereira, Ana Rita Lopes. „O poder dos recursos humanos na construção da imagem de marca : o caso da empresa Starbucks Coffee Portugal“. Master's thesis, Instituto Superior de Economia e Gestão, 2017. http://hdl.handle.net/10400.5/14250.

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Mestrado em Gestão de Recursos Humanos
As marcas tornaram-se na sociedade moderna mecanismos poderosos de diferenciação, identificação ao consumidor e vantagem competitiva de negócio. Algumas empresas associam a sua marca à qualidade e diferenciação dos seus produtos em relação aos seus concorrentes, contudo existem empresas que levam esta premissa mais além, e tentam associar à imagem de marca o atendimento que proporcionam ao cliente e a imagem dos seus colaboradores como fonte de diferenciação e identificação do consumidor. Com o intuito de aprofundar melhor este fenómeno, este trabalho de investigação é aplicado à realidade da Starbucks Coffee Portugal com o objetivo de compreender de que forma a empresa consegue envolver os seus colaboradores com a cultura, valores e missão da empresa, e consequentemente como é que os processos de socialização organizacional utilizados fomentam a que os seus colaboradores se sintam responsáveis e comprometidos com a empresa/marca, levando-os a adotar comportamentos de exposição da marca para o exterior e consequentemente torna-os a imagem da organização. Esta dissertação aborda a importância do desenvolvimento de employer branding e quanto este envolvimento com a empresa/marca por parte dos colaboradores é positivo para o sucesso organizacional.
As brands have become very powerful in our modern society, consumer identification and competitive business are advantageous tools for businesses to take advantage of. Some companies associate their own brand and quality with their competitors, but there are companies that take this premise further, and try to associate their brand image or service with the image of their employees as a source of differentiation and identification for the consumer. In order to better understand this phenomenon, this research work is applied to Starbucks Coffee Portugal in order to understand how the company is able to involve its employees with the culture, values and mission of the company. Consequently the processes of organizational socialization used was investigated, in essence theencouragement of the company's employees to feel responsible and committed to the company / brand, leading them to adopt behaviors of exposing the brand outside of work and subsequently making them the brand image of the organization. This dissertation focuses heavily on the importance of the development of employer branding and on how much the involvement of the employees with the company / brand is positive for organizational success.
info:eu-repo/semantics/publishedVersion

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DeLoria, Julie Elizabeth. „A Comparative Study of Employee Commitment: Core and Contract Employees in a Federal Agency“. Diss., Virginia Tech, 2001. http://hdl.handle.net/10919/29324.

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This study examined commitment levels of two groups of employees: core government employees and contract employees who directly supported the Federal Government. The sample included 85 government employees and 131 contract employees. The research identified each group's level of commitment to various work entities. These included: immediate government office, government organization, employer, and occupation. The focus was on affective commitment, i.e., an employee's emotional attachment to, and desire to maintain membership with, a work entity. A measure was also taken for socialization-related learning. The purpose was to determine if there were: (1) differing levels of affective commitment among the immediate government office, government organization, the employer, and the occupation within each group, (2) differences in work entity affective commitment levels between the two groups, (3) differences in levels of socialization-related learning between the two groups (4) relationships between socialization-related learning levels and work entity affective commitment levels for each group, (5) differences in work entity affective commitment levels in relation to certain demographic variables, and (6) relationships between certain demographic variables and work entity affective commitment levels for each group. Findings indicated that both groups of employees did vary in commitment levels to various work entities. Government employees displayed the most commitment to the occupation and least to the immediate office. Contract employees also displayed the most commitment to the occupation but the least to the government organization. Between the two groups, commitment level to the employer differed significantly with contractors displaying a higher level to the employing firm than government employees recorded to the Federal Service. Work entity had a significant effect and a significant employee group-by-work entity interaction was found. Differences in socialization-related learning levels and a relationship between socialization-related learning and work entity affective commitment levels were found for both groups. Several relationships between demographic variables and work entity affective commitment levels were also found for both groups. Formal and informal interventions and work delegation strategies are recommended for organizations involved in employment relationships involving core and contract employees. Areas for future research are also presented.
Ph. D.

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Dglawi, Malek, und Mikael Hassel. „Integration of new employees : A study of integration challenges for international companies with homework environment“. Thesis, Södertörns högskola, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45708.

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When an employee joins new workplaces, an introduction is made to get to know the new organization. In 2020, the pandemic affected this introduction for new employees, and it was moved from the workplace to the home. This study aims to investigate how organizational socialization strategies in the manufacturing industry have affected new employees' expectations of social and cultural reality when boarding takes place online. The study concerns research in organizational culture and knowledge dimensions and socialization strategies, which helps new employees understand organizational socialization to respond to the study's identified problem area. The research uses primary and secondary data, which is largely obtained through semi-structured interviews with two HR employees, two managers and two new employees from two multinational companies, Hilti (Company A) and Johnson & Johnson (Company B) and secondary data obtained from the chosen theory and selected using non-probability assessment The empirical results presented responses to the organization culture of business organizations , integration process, socialization activities, challenges in recruiting new members and the potential to employees remotely. The analysis of empirical results is divided into three sections, respondents' perceptions of the company's social and cultural reality, organizational socialization strategies and organizations for community organizations. The results show that online on-boarding of new employees is affected by the distance between the business and the new employee. The study shows that integrating new employees via online on-boarding has a negative impact if they are carried out through a social process as the study shows that shortcomings in the ability of new employees to embrace organizational culture, men who it is difficult to be with the organization as a new employee when online on-boarding takes place.

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Žukauskaitė, Irena. „Factors of the new employees’ organizational socialization: the role of the mentor“. Doctoral thesis, Lithuanian Academic Libraries Network (LABT), 2009. http://vddb.library.lt/obj/LT-eLABa-0001:E.02~2009~D_20091008_155520-71347.

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The aim of the study was to analyze mentor‘s role in new employee socialization. 373 newcomers and 56 mentors took part in the study. Newcomers filled the questionnaires evaluating their socialization (amount of different information, job related state anxiety, feeling of insider, perceived professional competency, evaluation of job and organization), characteristics of new employee (age, highest educational level attained, work experience, current position) and nearest surroundings (leadership style, leader-member exchange (LMX) quality, work group climate, group size and presence of mentorship programs). Mentors had to fill the questionnaires measuring organizational commitment, job satisfaction, work motivation, mentoring experience and professional, social and andragogical competencies. The results show that LMX, work group climate, group size and mentorship programs are the factors allowing to differentiate newcomers by the level of their socialization (high or low). The organizational socialization of employees who had and who had no mentors is very similar. Yet if employees had no mentors, the responsibility and workload sharing the information felt on their direct executives. High quality LMX, directive leadership style and friendly work group climate accelerate new employee socialization and these factors are significally more important when new employees have no mentors. Professional and social competencies of mentors and their organizational commitment are the... [to full text]
Disertacijos tikslas – išanalizuoti mentoriaus vaidmenį naujų darbuotojų socializacijos procese. Tyrime dalyvavo 373 nauji darbuotojai ir 56 mentoriai. Apklausiant naujus darbuotojus buvo vertinami jų socializacijos rodikliai (turima informacija, patiriamas nerimas darbe, jautimasis tikruoju organizacijos nariu, suvokta profesinė kompetencija, darbo ir organizacijos vertinimas), jų asmeninės (amžius, išsilavinimas, darbo patirtis, darbo pobūdis) bei artimiausios darbo aplinkos (vadovavimo stilius, vadovo ir pavaldinio santykių kokybė, grupės klimatas ir grupės dydis, ar buvo paskirtas mentorius) charakteristikos. Apklausiant mentorius buvo vertinamas jų įsipareigojimas organizacijai, pasitenkinimas darbu ir darbo motyvacija, mentorystės patirtis bei profesinė, socialinė ir andragoginė kompetencijos. Rezultatai rodo, kad geresnę ir blogesnę naujų darbuotojų socializaciją organizacijoje geriausiai diferencijuoja vadovo ir pavaldinio santykių kokybė, darbo grupės klimatas ir dydis bei mentoriaus skyrimas naujam darbuotojui. Mentorius turėjusių ir neturėjusių naujų darbuotojų socializacija yra panaši, tačiau jų neturėjusių darbuotojų imtyje didesnis darbo krūvis ir atsakomybė, teikiant informaciją tenka vadovui. Be to, mentorių neturėjusių naujų darbuotojų imtyje socializacijos rodiklių ir vadovo ir pavaldinio santykių kokybės, direktyvaus vadovavimo stiliaus, darbo grupės klimato koreliacijos statistiškai didesnės nei mentorius turėjusių imtyje. Su naujų darbuotojų socializacija... [toliau žr. visą tekstą]

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Mak, Chun-nam. „Language and communication a sociolinguistic study of newcomers' socialization into the workplace /“. Click to view the E-thesis via HKUTO, 2009. http://sunzi.lib.hku.hk/hkuto/record/B43224209.

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Lahti, Ryan K. „The Organizational Socialization of a Dynamic Workforce: A Focus on Employee and Contract Worker Knowledge Transfer“. Thesis, University of North Texas, 1999. https://digital.library.unt.edu/ark:/67531/metadc278273/.

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Within the last decade, more organizations are utilizing a non-traditional workforce. Specifically, these organizations are utilizing contract workers as resources to provide services and manufacture products. While this change in workforce provides benefits to organizations, the change also presents numerous challenges such as turnover. The turnover involved in such a relationship along with the addition of newcomers translates into an organizational socialization and knowledge transfer (KT) issue, because contract workers as well as employees need to be efficiently brought into a new organization, and knowledge needs to be shared with these new individuals so that they can effectively contribute to the work process. It is contended that organizations follow a typical, informal organizational socialization "policy" which involves KT in getting new contract workers and employees up to speed. This study addressed the typical organizational socialization policy as it is represented by formal knowledge transfer (FKT) via instructor-led/classroom training (ILT) and computer-based training (CBT) and by informal knowledge transfer (IKT) via a social network. The study focused on IKT, because companies understand this type of KT the least. In order to evaluate the organizational socialization of contract workers for this study, the contract worker population was compared to a baseline population of employees which was broken up into two employee groups: "rookies" and experienced hires. The formal and informal transfer of three types of knowledge (job task, role, and organizational norms) was assessed by using surveys and interviews (including social network methods) on a research population consisting of 166 employees (both rookies and experienced hires) and contract workers from a Fortune 100 company. The findings include: (a) Job task knowledge was transferred more often than role and organizational norms knowledge, (b) coworkers were used more than managers a source of knowledge overall, (c) worker classification as well as job task and role knowledge explained significant amounts of variance in performance, and (d) network size impacted performance.

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Davidson, Ronald Allan. „Selection-socialization control in auditing firms: A test of Ouchi's model of control“. Diss., The University of Arizona, 1988. http://hdl.handle.net/10150/184571.

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This research tests the descriptive validity of Ouchi's model of organizational control when it is applied to auditing firms. An analysis of Ouchi's model and other writings indicates that the selection-socialization type of control (or clan control or control by a strong organizational culture) would be expected to be used in auditing firms and that it would he evidenced by similarities in values perceived to be held by clan members. Empirical evidence is gathered from graduating students who are accounting majors and from professional staff in auditing firms using SYMLOG to measure perceived values. This evidence provided some support for the descriptive validity of Ouchi's model, but the evidence is mixed. The sets of perceived values found in staff of auditing firms do not appear to come from a single set, but the perceived values of each firm are different. Offers do appear to be made to individuals who have different sets of perceived values when compared to people who did not receive offers. No evidence was found to indicate that length of association within firm results in more similar sets of perceived values being held by firm members.

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Bücher zum Thema "Employer socialization"

Organizational entry: Recruitment, selection, orientation, and socialization of newcomers. 2. Aufl. Reading, Mass: Addison-Wesley Pub. Co., 1992.

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Chattopadhyay, Molly. Occupational socialization: A study of hospital nurses. Calcutta: Sarat Book House, 1993.

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Hartline, Michael D. Service quality implementation: The effects of organizational socialization and managerial actions on customer-contact employee behaviors. Cambridge, Mass: Marketing Science Institute, 1993.

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Barling, Julian. Preemployment predictors of union attitudes: The role of family socialization and work beliefs. Kingston, Ont: Industrial Relations Centre, Queen's University, 1992.

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Linhart, Danièle. Travailler sans les autres? Paris: Editions du Seuil, 2009.

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Travailler sans les autres? Paris: Editions du Seuil, 2009.

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Sport und Sozialisation: Wege zur Integration neuer Beschäftigter in Betrieben. Schorndorf: Hofmann, 2008.

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Major, Debra A. The socialization and assimilation of college graduates: How new hires learn the ropes : final report. East Lansing, Mich: Collegiate Employment Research Institute, Career Planning and Placement Services, Michigan State University, 1988.

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Kandathil, George. From behavioral compliance to value internalization: The critical role of the match between employee's pre socialization habitual behavior and organization's expected employee behaviour. Ahmedabad: Indian Institute of Management, 2015.

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Buchteile zum Thema "Employer socialization"

Burt, Christopher D. B. „The Influences of Socialization and Prestart Training on New Employee Safety“. In New Employee Safety, 75–89. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-18684-9_6.

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Bauer, Talya N., und Berrin Erdogan. „Organizational socialization: The effective onboarding of new employees.“ In APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization., 51–64. Washington: American Psychological Association, 2011. http://dx.doi.org/10.1037/12171-002.

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Roberson, Loriann, und David M. Sluss. „Systematic Motivational Counseling at Work: Improving Employee Performance, Satisfaction, and Socialization“. In Handbook of Motivational Counseling, 373–93. Chichester, UK: John Wiley & Sons, Ltd, 2011. http://dx.doi.org/10.1002/9780470979952.ch15.

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Breeze, Ruth. „Chapter 11. Recruitment websites and the socialization of new employees“. In Engagement in Professional Genres, 197–215. Amsterdam: John Benjamins Publishing Company, 2019. http://dx.doi.org/10.1075/pbns.301.11bre.

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Aguilera, Ruth V., John C. Dencker und Zeynep Y. Yalabik. „Institutions and Organizational Socialization: Integrating Employees in Cross-Border Mergers and Acquisitions“. In Thought Leadership in Advancing International Business Research, 153–89. London: Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230594234_8.

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Cook, Haruko Minegishi. „Socialization to Acting, Feeling, and Thinking as Shakaijin: New Employee Orientations in a Japanese Company“. In Japanese at Work, 37–64. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-63549-1_3.

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Khalil, Khurram, Umer Asgher, Mahmoona Khalil, Kausar Khawaja, Yasar Ayaz, Salman Nazir, Noriyuki Oka und Jose Arzola Ruiz. „An Empirical Study on Organizational Socialization and Its Relationship with Employees’ Age and the Knowledge Management“. In Advances in Neuroergonomics and Cognitive Engineering, 355–61. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-51041-1_47.

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Purpura, Philip P. „Applicant Screening and Employee Socialization“. In Security and Loss Prevention, 135–64. Elsevier, 2013. http://dx.doi.org/10.1016/b978-0-12-387846-5.00006-1.

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Purpura, Philip P. „Applicant Screening and Employee Socialization“. In Security and Loss Prevention, 149–81. Elsevier, 2019. http://dx.doi.org/10.1016/b978-0-12-811795-8.00006-0.

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Purpura, Philip P. „Applicant Screening and Employee Socialization“. In Security and Loss Prevention, 109–32. Elsevier, 2008. http://dx.doi.org/10.1016/b978-0-08-055400-6.50012-1.

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Konferenzberichte zum Thema "Employer socialization"

Anđelković, Maja, Marjan Marjanović und Michail Pappas. „Organizational Socialization as Part of Knowledge Management“. In Values, Competencies and Changes in Organizations. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-442-2.1.

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Socialization is a process during which we learn and adopt knowledge about rules and norms of our culture and through which we are enabled to collaborate with other social subjects. Individuals are socialized into an organization or a group by the method that is in its foundation the same as the method of socialization into society. As an individual becomes employed by an organization he becomes a part of that same organization, helps in the organization achieve its objectives, but also becomes a part of the community consisting of all the employees and executives, and this is where the theory of organizational socialization derives from. Organizational socialization is a responsibility of the management. Managers have the assignment to present new members of their organization with optimal information about rules and regulations, so they are able to fit into their organization in a most efficient way. This means that the manager is the main authoritative and creative body in creation and implementation of a successful organizational socialization tactics, because successful socialization of new employees means rise in productivity, and that rise in productivity should be the end objective of every successful manager.

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Tiantian, Zhang. „A Review of organizational socialization of New employees“. In Proceedings of the 2019 4th International Conference on Social Sciences and Economic Development (ICSSED 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icssed-19.2019.96.

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Hong Thai, Bui Thi. „Vietnamese Employee Work Engagement. Influence Of Organizational Socialization Tactics And Work-Home Interactions“. In 8th International Conference on Education and Educational Psychology. Cognitive-crcs, 2017. http://dx.doi.org/10.15405/epsbs.2017.10.66.

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Wang Yanfei, Yan Xiaoxia, Sun Nan und Zhang Xiling. „Mediating effect of person-organization fit on the relationship between organizational socialization and employee performance“. In 2010 2nd International Conference on Information Science and Engineering (ICISE). IEEE, 2010. http://dx.doi.org/10.1109/icise.2010.5689308.

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Wang, Yanfei, Xi He und Fantiani Zeng. „An Empirical Study on Interactional Relationship among Psychological Ownership, Organizational Socialization and Employees Performance“. In 2011 International Conference on Management and Service Science (MASS 2011). IEEE, 2011. http://dx.doi.org/10.1109/icmss.2011.5998049.

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Rashid, Nik Ramli Nik Abdul, und Nurul'Izzah Muhamad Noh. „Exploring the influence of organizational socialization dimensions on the safety behaviour of healthcare employees“. In 2012 IEEE Colloquium on Humanities, Science and Engineering Research (CHUSER). IEEE, 2012. http://dx.doi.org/10.1109/chuser.2012.6504291.

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Wang, Yanfei, Guirui Lin und Yi Yang. „Organizational socialization and employee job performance: An examination on the role of the job satisfaction and organizational commitment“. In 2011 8th International Conference on Service Systems and Service Management (ICSSSM 2011). IEEE, 2011. http://dx.doi.org/10.1109/icsssm.2011.5959413.

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Ping-qing, Liu, Liu Wei-zheng und Dong Li-xing. „Study on the influence of organizational socialization on work performance of new employees — With person-organization fit as mediating variable“. In 2013 International Conference on Management Science and Engineering (ICMSE). IEEE, 2013. http://dx.doi.org/10.1109/icmse.2013.6586453.

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Novianti, Dewi, und Siti Fatonah. „Promotion Media Literation MSMEs Housewives Babadan Banguntapan, Kab Bantul, In Yogyakarta“. In LPPM UPN "VETERAN" Yogyakarta International Conference Series 2020. RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/pss.v1i1.207.

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During the Covid-19 pandemic, many entrepreneurs went out of business; many employees had to be laid off. With the existence of the Covid-19 pandemic, everything is limited. Economic activities are increasingly uncertain. However, this is an opportunity for housewives at RW17 Babadan, Banguntapan, Bantul Regency to help the family economy. One of them is the culinary business. The first problem is that these housewives experience difficulties selling due to their limited movement to offer their culinary works to consumers. Second, the understanding of media literacy in using social media as a new media is still lacking. Third, the understanding and ability to make messages are minimal through social media. Community service methods are discussion, focused group discussion, socialization, and media literacy training. The solution to this problem is to hold training and mentoring on understanding media literacy in carrying out sales promotion activities. Also, by holding skills training in documenting culinary products and in packaging messages through social media. The conclusion is that community empowerment by providing promotional media literacy makes them understand the benefits of using modern communication tools and new media. In the end, they were able to take advantage of smartphones to sell their products.

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Hornung, Severin, Matthias Weigl, Britta Herbig und Jürgen Glaser. „WORK AND HEALTH IN TRANSITION: TRENDS OF SUBJECTIFICATION IN APPLIED PSYCHOLOGY“. In International Psychological Applications Conference and Trends. inScience Press, 2021. http://dx.doi.org/10.36315/2021inpact056.

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"Reported is the synthesis of a series of seven studies on work and health, conducted collaboratively by researchers in applied psychology and occupational medicine. This qualitative meta-study develops a framework, in which reviewed studies are structured, aggregated, integrated, and interpreted in a theory-guided iterative process of themed analysis. Building on empirical results, the subsequent interpretive integration seeks to demonstrate, how overarching, pervasive, and in psychological research typically underemphasized tendencies of “subjectification” manifest in exemplary work contexts, research topics, and results. Subjectification of work is operationalized in dimensions of work intensification (performance focus), work internalization (goal adoption), and work individualization (job personalization). A meta-dimension is work insecurity (personal risk), cultivated in contemporary management ideologies of employee self-reliance. Following thematic description, content-analytical structuring criteria include: a) focus on work task (activity) versus working conditions (context); b) primary (close, direct, explicit) versus secondary (inferred, indirect, subtle) references to and/or indication for identified tendencies of subjectification; and c) theoretically assumed and empirically examined relationships with negative (psychopathological) and positive (psychosalutogenic) short, medium, and longer-term attitudinal and health-related work effects, as well as the personality-shaping impact of long-term occupational socialization. Psychological aspects of work tasks are core to 4 studies, 3 focus on working conditions and organizational practices. References to intensification were dominant in 4 studies, whereas 5 include internalization processes, and 3 predominantly focus on individualization of work. All studies share secondary or indirect references to other subjectifying tendencies. Examined work effects were aggregated into a matrix of short, medium and long-term positive and negative manifestations of health and wellbeing. Results suggest tensions and pressures arising from the motivational individualization of work tasks and conditions, resulting internalization of organizational interests and goals (e.g., performance, efficiency, costs), coupled with system-inherent tendencies of work intensification. These dysfunctional dynamics constitute risks factors for psychologically detrimental or harmful forms of self-management, self-control, and self-endangering work behavior, as manifestations of “internalized” incompatibilities between work and health in the neoliberal workplace, aggravated by existential threats associated with political-economic crisis. Outlined are implications of subjectification for a critical reevaluation and reorientation of basic theoretical assumptions of research and practice in applied psychology and occupational health."

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