Chapter 8

Question 1

Information dependence

Answer 1

Reliance on others for information about how to think, feel, and act.

Question 2

Social information processing theory

Answer 2

Information from others is used to interpret events and develop expectations about appropriate and acceptable attitudes and behaviours.

Question 3

Effect dependence

Answer 3

Reliance on others due to their capacity to provide rewards and punishment.

Question 4

Compliance

Answer 4

Conformity to a social norm prompted by the desire to acquire punishment.

Question 5

Identification

Answer 5

Conformity to a social norm promoted by perceptions that those who promote the norm are attractive or similar to oneself.

Question 6

Internalization

Answer 6

Conformity to a social norm prompted by true acceptance of the beliefs, values, and attitudes that underlie the norm

Question 7

Socialization

Answer 7

Process by which people learn the attitudes, knowledge, and behaviours that are necessary for a person to function in a group or organization

Question 8

Person-job fit

Answer 8

The match between an employee’s knowledge, skills, and abilities and the requirements of a job

Question 9

3 kinds of fit important for socialization:

Answer 9

1) Person-organization fit
2) Person-group fit
3) Organizational identification

Question 10

Organizational identification

Answer 10

Extent to which individuals define themselves in terms of the organization and what it is perceived to represent.

Question 11

Person-group fit

Answer 11

The match between an employee’s values and the values of their work group.

Question 12

Person-organization fit

Answer 12

The match between an employee’s personal values and the values of an organization.

Question 13

What is a primary goal for organizational socialization?

Answer 13

Ensure that new employees learn and understand the key beliefs, values, and assumptions of an organization’s culture.

Question 14

Why is socialization important?

Answer 14

Socialization is important because it has a direct effect on proximal socialization outcomes which lead to distal outcomes.

Question 15

What are the 3 stages of socialization?

Answer 15

1) Anticipatory socialization
2) Encounter
3) Role Management

Question 16

Anticipatory socialization

Answer 16

This is the amount of socialization which occurs before a person becomes a member of a certain organization.
Includes a formal process of skill and attitude acquisition.

Question 17

Encounter

Answer 17

New recruit encounters the day-to-day reality of their life.
Include orientation programs and rotation through many parts of the organization.
Also includes informal aspects like getting to know and understand the style and personality of one’s boss and co-workers.
Organization and its experienced members are looking for an acceptable degree of conformity to organizational norms and the gradual acquisition of appropriate role behaviour.
Recruits are interested in having their personal needs and expectations fulfilled.
If successful, the recruit will have complied with critical organizational norms and should begin to identify with experienced organizational members.

Question 18

Role Management

Answer 18

New member’s attention shifts to fine-tuning and actively managing their role in the organization.
New recruit may now be in position to modify the role to better serve the organization through forming connections outside the immediate work groups.
Organizational member must also confront balancing their now-familiar organizational role with non-work roles and family demands.

Question 19

Reality shock

Answer 19

When people entering organizations hold many expectations that are inaccurate and often unrealistically high and then their expectations are not met

Question 20

Why do new members have unrealistic expectations?

Answer 20

Occupational stereotypes.
Teachers communicate stereotypes.
Overzealous recruiters who paint rosy pictures to attract job candidates to the organization.

Question 21

Psychological contract

Answer 21

Beliefs held by employees regarding the reciprocal obligations and promises between them and their organization.

Question 22

Psychological contract breach

Answer 22

Employee perceptions that their organization has failed to fulfill one or more of its promises or obligations in the psychological contract.
o Related to affective reactions, work attitudes, and work behaviours.
o Due to formation of negative emotions that stem from feelings of violation and mistrust toward management.

Question 23

Realistic job previews

Answer 23

Provision of a balanced, realistic picture of the positive and negative aspects of a job to applicants.

Question 24

How do organizations design and conduct realistic job previews?

Answer 24

They obtain the views of experienced employees and HR staff about positive and negative job aspects.

They incorporate these views into booklets / video presentations for applicants

Question 25

Why does turnover reduction occur through realistic job previews?

Answer 25

Reduced expectations and increased job satisfaction.
Realistic previews result in those not cut out for the job to withdraw from the application process (this is called self-selection).

Question 26

Employee orientation programs

Answer 26

Programs designed to introduce new employees to their job, the people they will be working with, and the organization.

Question 27

Realistic Orientation Program for Entry Stress (ROPES)

Answer 27

An orientation program that is designed to teach newcomers coping techniques to manage workplace stressors.

Orientation programs are an important socialization method because they can have an immediate effect on learning and a lasting effect on the job attitudes and behaviours of new hires.

Question 28

Socialization tactics

Answer 28

Manner in which organizations structure the early work experiences of newcomers and individuals who are in transition from one role to another.

Question 29

Describe the insitutionalized type of socialization tactic.

Answer 29

Collective.
 Consists of a number of new members being socialized as a group, going through the same experiences and facing the same challenges.
Formal.
 Involve segregating newcomers from regular organizational members and providing them with formal learning experiences during the period of socialization.
Sequential.
 Involves a fixed sequence of steps leading to the assumption of the role.
Fixed.
 Consists of a timetable for the newcomer’s assumption of the role.
Serial.
 Process in which newcomers are socialized by experienced members of the organization.
Investiture.
 Affirms the incoming identity and attributes of new hires.
 Effective in promoting organizational loyalty and uniformity of behaviour among those being socialized.
 Result in a custodial role orientation where new hires accept the status quo and the requirements of their tasks and roles.

Question 30

Describe the individualized type of socialization tactic.

Answer 30

Individual.
 Consists of socialization experiences that are tailor-made for each new member.
 Simple on the job training and apprenticeship.
Informal.
 Don’t distinguish a newcomer from more experienced members and rely more on informal and on-the-job training.
Random.
Variable.
 No time frame to indicate when the socialization process ends, and the newcomer assumes their role.
Disjunctive.
 Refers to a socialization process where role models and experienced organization members do not groom new members.
Divestiture
 Putting new members through a series of experiences designed to humble them and strip away some of their initial self-confidence and change their attitudes and beliefs.
 New members are more likely to take on the particular characteristics and style of those who are socializing them.
 Result in more innovative role orientation where new recruits may change the way they perform their tasks and roles.

Question 31

What functions must a mentor preform to be effective?

Answer 31

Career.
 Functions include:
• Sponsorship.
• Exposure and visibility.
• Coaching and feedback.
• Developmental assignment.

Psychosocial.
 Functions include:
• Role modelling.
• Providing acceptance and confirmation.
• Counselling.

Question 32

What has limited women in establishing mentorship relationships?

Answer 32

 A senior person in the organization has inhibited their career development.
 Lack of mentors and role models is a major barrier for career advancement in women.
 Senior people who are in the best position to be mentors are often men.
 Men are more likely to serve as mentors than women.
 Women face more complexities establishing relationships with seniors than men.
 New changes have removed barriers and males and females are now equally likely to have been protégés.
 Mentoring is more critical women’s career success than men.

Question 33

Formal mentoring programs

Answer 33

Organization sponsored programs where seasoned employees are recruited as mentors and matched with protégés.

Question 34

Developmental networks

Answer 34

Groups of people who take an active interest in a protégé’s career and take actions toward advancing it by providing developmental assistance.
Helps newcomer obtain different types of support.

Question 35

Proactive socialization

Answer 35

Process through which newcomers play an active role in their own socialization through the use of a number of proactive socializations behaviours.

Question 36

What are the types of proactive socialization?

Answer 36

	Feedback seeking.
	Information seeking.
	General socializing.
	Relationship building.
	Boss-relationship building.
	Networking.
	Job change negotiation.

Question 37

Feedback seeking

Answer 37

Requesting information about how one is performing one’s tasks and role.

Question 38

Information seeking

Answer 38

Requesting information about one’s job, role, group, and organization.

Question 39

Organizational culture

Answer 39

The shared beliefs, values, and assumptions that exist in an organization.

Question 40

Strong culture

Answer 40

An organizational culture with intense and pervasive beliefs, values, and assumptions.
o Members agree strongly about certain beliefs, values, and assumptions.
o Don’t necessarily result in blind conformity

Question 41

What are assests to strong culture?

Answer 41

 Coordination.
 Conflict Resolution.
 Financial Success.

Question 42

What are liabilities to strong culture?

Answer 42

 Resistance to change.
 Culture clash - When two cultures are pushed together under the same corporate banner.
 Pathology - Cultures might support negative beliefs like infighting, secrecy and paranoia, creating a negative / pathological atmosphere.

Question 43

What are 2 key factors that contribute to organizational culture foundation and continuation?

Answer 43

Founder’s role.
 Some cultures (especially strong ones) reflect the values of an organization’s founder.

Socialization.
 This is a key to the culture that emerges in an organization.
 The process:
1. Selecting employees.
2. Debasement and Hazing.
3. Training “in the Trenches”.
4. Reward and Promotion.
5. Exposure to Core Culture.
6. Organizational Folklore.
7. Role Models.