Neglected Role of Proactive Behavior

Discuss about the Neglected Role of Proactive Behavior.

Introduction

The present literature review illustrates the information about the organizational socialization. It explains that how the firm uses tactics of socialization in the workplace to motivate the employees. Roles of employees in newcomer socialization have been explained in the task. It explains that how socialization is unable to address the issues of the organization.

Organizational socialization may be defined as a learning and adjustment process which enables as individual person to assume a company’s role that fits and fulfill the individual and organizational needs, requirements and expectations. It is an effective and dynamic process that occurs when an individual assumes a changing or new role within the organization. Jones (1986) stated that socialization experiences influence the role and personal outcomes. It has been noted that organizational socialization is generally identified and analyzed as the primary process by which people can adapt to organizational roles and new employment. As per the Jones (1986),      new workers obtain the behaviors, attitudes, and knowledge they need to contribute as organizational members through a process called as organizational socialization. The socialization process has followed one of the three approaches such as interaction, individualistic and organizational based to understand and evaluate the socialization factors that affect the newcomer adjustment. The procedure of socialization has often been operationalized as either newcomer proactive behavior or socialization tactics. According to Jones (1986), organizational socialization is the basic and primary form of generating organizational knowledge, proving to be a good way of managing and handling organizational behavior.

(Nifadkar, Tsui & Ashforth (2012) that there are six socialization tactics which include collective versus individual, sequential versus random, fixed versus variable, formal versus informal, serial versus disjunctive and institute versus divestiture. These tactics involve opposite measurements and alternatives. In collective versus individual, newcomers are grouped together and disposed to a common set of experiences and knowledge against treating each newcomer individually disposing and exploring him or her to share more or less experiences within the organization. On the other hand, sequential versus random is one of the significant organizational socialization tactics in the organization. In sequential versus random, the trainee are either segregated for a specific socialization period or they are not differentiated from more experienced members in the organization. In fixed versus variable, the management and leaders set a timetable and schedule for the assumption of the role or simply does not (Nifadkar, Tsui & Ashforth, 2012).

In serial versus disjunctive, a trainee socializes with the help of buddy or mentor within the organization. Buddy and mentor are known as a role model. In investiture versus divesture, trainee are either accepted or shaped the image and position of the organization. These three domains must be created and designed to eliminate the uncertainty of newcomers. It has been analyzed that these tactics are connected to the extent to which trainee will experience and get knowledge in a clear sense of what is expected of them and what they must do on the job. It also affects the worker’s sense of competency and efficiency at the workplace (Filstad, 2011).

The employees play various roles in newcomer’s socialization within the organization. The employees work together with trainee to motivate and encourage them for doing work effectively and efficiently. They help to maintain a favorable and unique working environment at the workplace (Filstad, 2011). It has been noted that socialization may be defined as a process through which new workers learn the skills, attitudes and behaviors that are essential to function effectively in their new working environment. They leaders handle the grievances and complaints of newcomers that are raised at the workplace. They supervise and control the activities and operations of the trainee in the organization. It has been noted Filstad (2011) that favorable and heavy culture is provided by the colleagues and top management to newcomers in organizational socialization. Trust plays an empirical role in how well newcomers attain team work success and establishes traditions, customs and norms. The colleagues guide and assist the trainee for conducting the business operations and activities successfully. Furthermore, they encourage the employees to collaborate and communicate for accomplishing the goals and objectives (Cooper-Thomas, Anderson & Cash, 2011).

Explain newcomer’s use of proactive behavior to facilitate their socialization

It is noted Biswas & Bhatnagar (2013), that new workers can accelerate and optimize their socialization by behaving and treating proactively and effectively. It is stated that newcomer proactive behavior and action may influence the socialization through the mediating effect of correspondence results and outputs. Employee engagement is done with the help of organizational socialization. It has revealed that new workers can accelerate their socialization by being proactive, initiating behaviors such as direct inquiry, role negotiation, feedback seeking and networking. It has been analyzed that trainee and newcomer proactive behavior and action are connected with favorable results including social integration, greater learning, and lower intention of living, job satisfaction and role innovation. It is observed that proactive behavior and actions helps in maintaining strong and heavy relationship with desirable outcomes and results. It satisfies and fulfills the needs and demands of the trainee. It is stated that proactive behavior are future focused, self initiated and involve making control on the organization. It also helps in improving the environment and culture of the firm. The proactive behavior also helps in predicting the socialization results including social integration, task mastery, learning and organizational commitment. This behavior also helps in maximizing the profitability and revenue of the firm worldwide. It also protects the businesses from the external threats and reduces the challenges and risks of the market (Coelho, Augusto & Lages, 2011).

It is found by Fang, Duffy & Shaw (2011) that organizational entry is an anxiety provoking experience in the workplace. It is noted that newcomer’s behave proactively to address and reduce the issues causing them anxiety such as uncertainty of role and setting. Along with this, taking an active and effective role through behaving and treating proactively may in itself encourage well being and experience. Learning, well being and employee engagement are done with the help of organizational socialization (Fang, Duffy & Shaw, 2011). The organizational changes are constant in the company with restructuring mergers and acquisitions and voluntary turnover resulting in workers constantly being newcomers throughout their careers. It is stated that most of the newcomers are skilled and experienced workers who primarily rely on their own actions to get good results and outcomes.  It is found by Kammeyer-Mueller, Livingston & Liao (2011) that organizational socialization may be defined as a process of getting a new member of an organization settled their new roles and responsibilities within the organization. This process encompasses training the workers on formal rules, procedures and policies. It is noted that socialization develops and boosts the skills, knowledge and experience among the new comers (Saks et al, 2011).

Issues are not addressed by organizational socialization

Due to organizational socialization, lifestyle issues are faced by newcomer that are not resolved and eliminated by the company and workers. The lifestyle issues include social activities, and appearance. Along with this, peer group is also dominant socializing the agent. These issues are not addressed by organizational socialization. Communication barriers are faced by newcomers that are not handled by the socialization organization (Wanberg, 2012). During the organizational socialization process, seasoned workers may disapprove of new candidates in the organization. Therefore, resistance to change issues is dealt by the organization. The employees are treated poorly by fellow workers and management. Thus, collaboration and coordination cannot be maintained by the employers. Due to organizational socialization, the company is unable to use latest and new technology within the organization. Language issues are not addressed by the organizational socialization (Albrech, 2011).

It is valuable to invest time, energy and money in improving and enhancing the organizational socialization of new employees. It is noted that organizational socialization is significant in each and every company. The socialization also not only helps to predict the learning but also estimate the newcomer well being and work engagement. It has been noted that proactive behavior is related to the employee’s proactive outcomes. Newcomers who engage in a proactive behavior more flexible and frequently to acquire the corresponding proactive outcomes are able to meet the long term goals and objectives (Fang, Duffy & Shaw, 2011). It has been noted that organizational socialization might be an important aspect for the organization to accomplish the desires and expectations of the business. Along with this, it is essential to provide rewards and incentives to the newcomers in order to assist and guide the newcomers for attaining desired targets and goals. The socialization programs helps in increasing efficiency and potential of the trainee within the organization. Maintaining a favorable company’s culture is one of the significant benefits of socialization. The socialization programs are held by the firm to cope with managerial and organizational changes within the organization. The workers take some interest in knowing and analyzing the rewards rendered by the organization. They feel happy and enjoy the work at the workplace (Fang, Duffy & Shaw, 2011). The organizational socialization also helps to protect the rights and interest of the newcomers within the organization (Biswas & Bhatnagar, 2013). It has been analyzed by the literature review that organization needs increasingly to formulate a large number of employees with varying levels of expertise and experience. Apart from this, encouraging and motivating the trainee is considered a flexible approach for the growth and success of the firm. From a practical point of view, it is essential that new workers including managers, supervisors, and colleagues take the time in order to socialize with newcomers. Some of the recommendations to promote socialization have been discussed below.

• The top management should allow the newcomers for coffee and introduce them to other colleagues for maintaining good relationship among them.
• The employers and employees should provide support to the newcomers for resolving the issues and hurdles.
• Positive framing strategy shall be used by the organization for newcomers to assign tasks and duties to them.
• The organization should also focus on the socialization onboarding programs and campaigns to attract more trainees within the organization.
• The top management should motivate and encourage the new employees for handling the typical tasks.
• Training and learning programs shall be held by the firm to expand and explore the knowledge and experience of the newcomers. It will also help to overcome the rivalries in such a competitive market (Cooper-Thomas, Anderson & Cash, 2011).
• It is noted that newcomers represent the future of the organization therefore; the company should provide proper power and authorities to the newcomers for wining in the global market (Filstad, 2011).

Conclusion

On the above mentioned study, it has been concluded that organizational socialization helps in the achieving the desired goals and objectives. It also helps to attract new workforce at the workplace. Enormous issues are reduced and handled by the management and leaders within the organization. It has been noted that colleagues play a significant role to manage the organizational socialization.

References

Albrech, S. L. (2011). Handbook of employee engagement: Perspectives, issues, research and practice. Human Resource Management International Digest, 19(7).

Biswas, S., & Bhatnagar, J. (2013). Mediator analysis of employee engagement: role of perceived organizational support, PO fit, organizational commitment and job satisfaction. Vikalpa, 38(1), 27-40.

Coelho, F., Augusto, M., & Lages, L. F. (2011). Contextual factors and the creativity of frontline employees: The mediating effects of role stress and intrinsic motivation. Journal of Retailing, 87(1), 31-45.

Cooper-Thomas, H., Anderson, N., & Cash, M. (2011). Investigating organizational socialization: A fresh look at newcomer adjustment strategies. Personnel review, 41(1), 41-55.

Fang, R., Duffy, M. K., & Shaw, J. D. (2011). The organizational socialization process: Review and development of a social capital model. Journal of Management, 37(1), 127-152.

Filstad, C. (2011). Organizational commitment through organizational socialization tactics. Journal of Workplace Learning, 23(6), 376-390.

Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers' adjustments to organizations. Academy of Management Journal, 29(2), 262-279. doi:10.2307/256188

Jones, G. R. (1986). Socialization tactics, self-efficacy, and newcomers' adjustments to organizations. Academy of Management Journal, 29(2), 262-279. doi:10.2307/256188

Kammeyer-Mueller, J. D., Livingston, B. A., & Liao, H. (2011). Perceived similarity, proactive adjustment, and organizational socialization. Journal of Vocational Behavior, 78(2), 225-236.

Nifadkar, S., Tsui, A. S., & Ashforth, B. E. (2012). The way you make me feel and behave: Supervisor-triggered newcomer affect and approach-avoidance behavior. Academy of Management Journal, 55(5), 1146-1168. doi:10.5465/amj.2010.0133

Saks, A. M., Gruman, J. A., & Cooper-Thomas, H. D. (2011). The neglected role of proactive behavior and outcomes in newcomer socialization. Journal of Vocational Behavior, 79, 36-46. doi:doi:10.1016/j.jvb.2010.12.007

Wanberg, C. (Ed.). (2012). The Oxford handbook of organizational socialization. Oxford University Press.