TY - JOUR
T1 - The breaking in of new employees
T2 - Effectiveness of socialization tactics and personnel instruments
AU - Ardts, J.C.A.
AU - van der Velde, E.G.
AU - Jansen, P.G.W.
PY - 2001/3/1
Y1 - 2001/3/1
N2 - In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that are necessary to function as a fully-fledged member of the organisation. After all, the more effective and efficient the socialisation, the sooner a newcomer can be productive for the organisation. This is especially true for a specific group of newcomers, the future managers, as they frequently point out that they are not well prepared for their tasks and their new identity as managers, but are expected to propagate the company policy. The article discusses research that assists organisations to steer the socialisation of new employees. It also provides the framework whereby the link between abstract socialisation tactics and concrete personnel instruments, such as introduction programs, training and education, career planning, career counselling, and performance appraisals, will be realised. © 2001, MCB UP Limited
AB - In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that are necessary to function as a fully-fledged member of the organisation. After all, the more effective and efficient the socialisation, the sooner a newcomer can be productive for the organisation. This is especially true for a specific group of newcomers, the future managers, as they frequently point out that they are not well prepared for their tasks and their new identity as managers, but are expected to propagate the company policy. The article discusses research that assists organisations to steer the socialisation of new employees. It also provides the framework whereby the link between abstract socialisation tactics and concrete personnel instruments, such as introduction programs, training and education, career planning, career counselling, and performance appraisals, will be realised. © 2001, MCB UP Limited
U2 - 10.1108/02621710110382178
DO - 10.1108/02621710110382178
M3 - Article
SN - 0262-1711
VL - 20
SP - 159
EP - 167
JO - Journal of Management Development
JF - Journal of Management Development
IS - 2
ER -
