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Good Induction Processes Key To Employee Motivation


New research from a Canadian university has found that organisations with good induction processes are more likely to have motivated, satisfied and committed workers.

The study found that employers who make socialisation a priority and develop programmes to integrate new employees with differing levels of experience and responsibility can expect greater employee retention, productivity, commitment and initiative.

“The bottom line is the more structure there is around the socialisation of new employees – informing them about the kind of training they’ll receive and when training will take place — the more likely new employees are to seek information and feedback and view themselves as part of the organisation,” said Professor Jamie Gruman, from the School of Hospitality and Tourism at the University of Guelph.

Professor Gruman found that employees who received a structured introduction to the organisation and their jobs were more committed and proactive in seeking feedback and information that helped them perform better on the job and identify ways to exceed their employer’s expectations.

“The extent to which newcomers engage in proactive behaviour is a combination of their personal desire for success and the socialisation tactics used by the organisation they work for,” he said.

“Although organisations want new employees to succeed in the workplace, most don't know how to facilitate that. In some instances, an employer’s weak approach to socialisation may actually hinder the success of a person who was enthusiastic and self-motivated coming into his or her new job.

“New employees are often given a day of intense training and are bombarded with information that they don’t understand or remember. This leaves them feeling unprepared to do their jobs and as a result they perform poorly.

“More structure leads to more information seeking and feedback seeking on the part of the employees. Happy and satisfied employees give organisations a real competitive advantage.”

Professor Gruman said the first step to developing a solid socialisation method is for an organisation to identify the goals they have for their employees and carefully develop practices to achieve the desired results.

He noted that the first few days or weeks on the job are critical and are often an indicator of employee success.

“Early experiences have a profound impact on people. If socialisation is poorly managed it can have long-term repercussions, including high rates of staff turnover, low levels of productivity and negative attitudes among new employees,” he said.

“If the organisation invests in its employees, the employees are more likely to invest in themselves and in the organisation. The benefits for both sides are enormous.”


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