Chapter 7: Employee Onboarding, Motivation and Retention
Onboarding – a process that starts before the employee joins the organisation, continuing
for several months and which aims to develop employee behaviours and knowledge that
will ensure the employee’s long-term success and commitment to the organisation. It aims
to enable newcomers to become productive and fully functional employees as soon as
possible.
Orientation – the process of integrating the new employee into the organisation and
acquiring him or her with the details and requirements of the job. Orientation has a shorter
time span than onboarding.
Also known as induction or socialisation.
Acculturation – the process of acquiring the culture of an organisation.
7.1 Purposes of Onboarding and Orientation
• Employee needs to know how he or she fits into the organisation
• Employees must understand the goals, policies and procedures of the organisation
• They must understand ;how things are done around here”
• The importance of becoming a member of the team must be emphasised
• The employees must be made aware of the developmental opportunities inside the
organisation and externally
• A sense of belonging should be created among employees by showing them how
their job fits into the overall organisation
• Basic responsibilities of the job should be identified
• The required behaviour patterns for effective job performance must be indicated
• A bond should be built with the new employee by means of effective communication
and guidance
The main objective is the integration of the new employee into the organisation.
Focus of on-boarding is to strike a balance between providing information & equipping the
new employee with knowledge of the job & the work environment whilst making a positive
long-term impact on the employee that will influence their behaviour & commitment to the
organisation.
,7.2 A Model for Orientation
According to Feldman, the objectives can be achieved by a three-phased orientation
process.
Figure: A multiple induction model for organisation members:
7.2.1 Phase I - Anticipatory Socialisation
Encompasses all the learning that occurs before a new employee joins the organisation.
Four aspects are dealt with during this phase:
1. Realism about the organisation.
2. Realism about the job.
3. Congruence of skills and abilities.
4. Congruence of needs and values.
, 7.2.2 Phase II - Encounter
New employee sees what the organisation is truly like and in which some initial shifting of
values, skills and attitudes may occur.
Five aspects are dealt with during this phase:
1. Management of outside-life conflicts.
2. Management of intergroup role conflicts.
3. Role definition.
4. Initiation to the task.
5. Initiation to the group.
7.2.3 Phase III – Change and Acquisition
Relatively long-lasting changes take place.
Important aspects:
➢ Resolution of role demands.
➢ Task mastery.
➢ Adjustment to group norms and values.
Three effective outcomes:
1. General Job Satisfaction
2. Internal work motivation
3. Job Involvement
7.3 Benefits of Orientation
• Higher job satisfaction
• Lower labour turnover
• Improved safety
• Improved quality
• Greater commitment to values & goals
• Higher performance as a result of faster learning times
• Fewer costly & time-consuming mistakes
• Reduction in absenteeism
Onboarding – a process that starts before the employee joins the organisation, continuing
for several months and which aims to develop employee behaviours and knowledge that
will ensure the employee’s long-term success and commitment to the organisation. It aims
to enable newcomers to become productive and fully functional employees as soon as
possible.
Orientation – the process of integrating the new employee into the organisation and
acquiring him or her with the details and requirements of the job. Orientation has a shorter
time span than onboarding.
Also known as induction or socialisation.
Acculturation – the process of acquiring the culture of an organisation.
7.1 Purposes of Onboarding and Orientation
• Employee needs to know how he or she fits into the organisation
• Employees must understand the goals, policies and procedures of the organisation
• They must understand ;how things are done around here”
• The importance of becoming a member of the team must be emphasised
• The employees must be made aware of the developmental opportunities inside the
organisation and externally
• A sense of belonging should be created among employees by showing them how
their job fits into the overall organisation
• Basic responsibilities of the job should be identified
• The required behaviour patterns for effective job performance must be indicated
• A bond should be built with the new employee by means of effective communication
and guidance
The main objective is the integration of the new employee into the organisation.
Focus of on-boarding is to strike a balance between providing information & equipping the
new employee with knowledge of the job & the work environment whilst making a positive
long-term impact on the employee that will influence their behaviour & commitment to the
organisation.
,7.2 A Model for Orientation
According to Feldman, the objectives can be achieved by a three-phased orientation
process.
Figure: A multiple induction model for organisation members:
7.2.1 Phase I - Anticipatory Socialisation
Encompasses all the learning that occurs before a new employee joins the organisation.
Four aspects are dealt with during this phase:
1. Realism about the organisation.
2. Realism about the job.
3. Congruence of skills and abilities.
4. Congruence of needs and values.
, 7.2.2 Phase II - Encounter
New employee sees what the organisation is truly like and in which some initial shifting of
values, skills and attitudes may occur.
Five aspects are dealt with during this phase:
1. Management of outside-life conflicts.
2. Management of intergroup role conflicts.
3. Role definition.
4. Initiation to the task.
5. Initiation to the group.
7.2.3 Phase III – Change and Acquisition
Relatively long-lasting changes take place.
Important aspects:
➢ Resolution of role demands.
➢ Task mastery.
➢ Adjustment to group norms and values.
Three effective outcomes:
1. General Job Satisfaction
2. Internal work motivation
3. Job Involvement
7.3 Benefits of Orientation
• Higher job satisfaction
• Lower labour turnover
• Improved safety
• Improved quality
• Greater commitment to values & goals
• Higher performance as a result of faster learning times
• Fewer costly & time-consuming mistakes
• Reduction in absenteeism
