chapter 6 - Chapter 6 Learning organization an organization...

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Chapter 6 Learning organization : an organization skilled at creating, acquiring, and transferring knowledge and at modifying its behaviour to reflect new knowledge and insights Orientation : a long-term, continuous socialization process in which employee and employer expectations or obligations are considered. It attempts to transfer learning into behaviour, using disciplined consistent efforts. Training : short-term, discrete efforts in which organizations impart information and instructions to help the recipient gain the required skills/knowledge to perform the job Purpose of orientation programs Employee orientation ( onboarding ): a procedure for providing new employees with basic background information about the firm and the job Socialization : the ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns that are expected by the organization Reality shock ( cognitive dissonance ): the state that results from the discrepancy between what the new employee expected from their job and its realities Content of orientation programs The new employee is usually given internal publications, facility tour and staff introductions, job-related documents, expected training to be received, performance appraisal criteria Special orientation situations Diverse workforce Mergers and acquisitions Union versus non-union employees Multi-location organizations Executive integration Identifying position specifications Providing realistic information to job candidates and providing support in the event of reality shock Assessing each candidate’s previous record at making organizational transitions Announcing the hiring with enthusiasm Stressing the importance of listening as well as demonstrating competency, and promoting more time spent talking with the boss Assisting new executives who are balancing their work to change cultural norms while they themselves are part of the culture themselves
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Chapter 6 Problems with orientation programs Too much information is provided in a short time Little or no orientation is provided The orientation information provided by the HR department can be too broad to be meaningful to a new employee The orientation information provided by the immediate supervisor may be too detailed to realistically be remembered Evaluation of orientation programs 1. Employee reaction: interview/survey new employees for their opinion on the usefulness of the orientation program 2. Socialization effects: review new employees at regular intervals 3. Cost/benefit analysis: compare (1) orientation costs with (2) benefits of orientation The necessity of training A skills crisis has arisen in the manufacturing sector, where lack of qualified workers is a
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