...Academy of Management Journal 2009, Vol. 52, No. 3, 527–544. CHANGE IN NEWCOMERS’ SUPERVISOR SUPPORT AND SOCIALIZATION OUTCOMES AFTER ORGANIZATIONAL ENTRY MARKKU JOKISAARI Finnish Institute of Occupational Health JARI-ERIK NURMI University of Jyväskylä Using a four-wave longitudinal research design and a latent growth modeling approach, we modeled change in newcomers’ perceived supervisor support and socialization outcomes (role clarity, work mastery, job satisfaction, and salary). Further, the role of perceived supervisor support in socialization outcomes was examined. The results showed that, on average, newcomers’ perceived supervisor support declined during the period 6–21 months after organizational entry. The results showed further that the steeper the decline in perceived supervisor support, the greater the rate of decrease in role clarity and job satisfaction, and the slower the increase in salary over time. Organizational socialization is an important process for both newcomers and organizations. How newcomers “learn the ropes” and assimilate to an organization during this socialization process presumably has long-lasting effects on their job attitudes and behavior (e.g., Schein, 1978; Wanous, 1992). A pivotal assumption in the organizational socialization literature is that interaction between newcomers and organizational insiders, such as supervisors, plays an important role in newcomers’ socialization and related adjustment to work (e.g., Graen, 1976; Louis...
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...Supervision The job of a supervisor of a mental health professional counselor encompasses many roles and responsibilities. Many supervisors subscribe to different supervision models, however this paper focuses on the discrimination model and will explain how to apply each of the supervisory roles with the case of Michael, the supervisee in the case study. This paper will also incorporate a description and justification of a skills that is most relevant to the role. Lastly, I will explain the supervisor’s role and skill set as noted in the discrimination model of supervision. Applying and Explaining Supervisory Roles This is where you introduce the ideas of effective characteristics and behaviors. Be sure to support your points with the learning resources. Using multiple resources will support your points further. Supervisors of mental health professionals train, mentor, teach, encourage and challenge counselors who are new to the field (Young & Bashman, 2010). They are individuals that have been counseling for a while, who take time out to guide and assist people that are new to field (Young & Bashman, 2010). There are many roles and responsibility that a supervisor has and a number of theories that they may incorporate into their personal doctrine. The discrimination model is a theory that includes three skills (intervention, conceptualization and personalization) and roles (teacher, counselor, and consultant) that one uses as a supervisor. Michael is mental health...
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...consider to be the core of good leadership especially in the field of social work. Tafvelin (2012) found: Social work leadership has attracted growing attention in both social work practice and research. As social service organisations have changed in a variety of ways during the last decades, knowledge of how leaders should act in these transformed organisations is crucial. However, few empirical studies have examined what kind of leadership these changed organisations benefit from and how the continuing organisational change might affect the impact leaders have. Clinicians who become supervisors may find it challenging to transition into a leadership role. It is imperative that the new supervisor understand the agency's mission, vision, goals and culture as it relates to their new responsibilities. In order to be an effective leader who inherits managerial responsibilities, the supervisor will need to choose and develop a leadership style that closely reflects their personal values and personality. The leadership style will serve as a...
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...characteristics of the company and its IS projects. NOTE: This is an individual, not a team, iLab. In your review, make notes specifying how you would rate the following characteristics of the company and project. These notes will not be turned in, but you will use them in conducting your analysis in Step 2 and preparing your memo in Step 3. 1. Is theproject technologyextremely stable, moderately stable, or experimental? 2. At the start of the project, are theproject requirementswell known, partially known, or mostly unknown (i.e., experimental)? 3. Is theproject domainheavily regulated, moderately regulated, or lightly regulated by government or other outside agencies? 4. Is thesize of the organizationlarge, mid-sized, or small? 5. Is theorganizational culturebureaucratic, mixed, or entrepreneurial? 6. Is theorganization's competitive environmentslow-paced, moderately paced, or fast-paced? STEP 2: Analyze SDLC suitability Based on the information given in the case study, analyze the suitability of a specific Software Development Life Cycle (SDLC) model for Acme Medical Data Storage LLC: • If the last digit of your DSI Number is 0, 1, 2, or 3, use theWaterfall SDLC; • If the last digit of your DSI Number is4, 5, or 6, use theUnified Process; and • If the last digit of your DSI Number is 7, 8, or 9, use anagile SDLC (Scrum or XP). In your analysis, examine your notes from your review of the project and organizational characteristics from Step 1, and make additional notes...
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...characteristics of the company and its IS projects. NOTE: This is an individual, not a team, iLab. In your review, make notes specifying how you would rate the following characteristics of the company and project. These notes will not be turned in, but you will use them in conducting your analysis in Step 2 and preparing your memo in Step 3. 1. Is theproject technologyextremely stable, moderately stable, or experimental? 2. At the start of the project, are theproject requirementswell known, partially known, or mostly unknown (i.e., experimental)? 3. Is theproject domainheavily regulated, moderately regulated, or lightly regulated by government or other outside agencies? 4. Is thesize of the organizationlarge, mid-sized, or small? 5. Is theorganizational culturebureaucratic, mixed, or entrepreneurial? 6. Is theorganization's competitive environmentslow-paced, moderately paced, or fast-paced? STEP 2: Analyze SDLC suitability Based on the information given in the case study, analyze the suitability of a specific Software Development Life Cycle (SDLC) model for Acme Medical Data Storage LLC: • If the last digit of your DSI Number is 0, 1, 2, or 3, use theWaterfall SDLC; • If the last digit of your DSI Number is4, 5, or 6, use theUnified Process; and • If the last digit of your DSI Number is 7, 8, or 9, use anagile SDLC (Scrum or XP). In your analysis, examine your notes from your review of the project and organizational characteristics from Step 1, and make additional notes...
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...will identify three roles of the leadership model to include the manager, mediator, and mentor. We will summarize the key elements of the supervisory process along with the challenges that may arise when supervising employees and being supervised by a superior. We will explain in detail the factors that influence job design, hiring, training, and performance appraisal that supervisors must take into account. Finally, we will discuss some of the challenges that we have face personally of either being supervised or supervising others. Leadership Model Under the leadership model there are three key areas which include managing, mediating and mentoring. Managing is an important role in all organization. A manager is responsible for making sure the organization runs the way it needs to be run by ensuring that the organization has the necessary staff, monitors the budget, and assigns the employee tasks. The mediators remain in the middle and reviews different points to help the parties come to an agreement. The mediator is normally used to keep the parties from prolong issues in court. A mentor is the voice for the people to ensure an individual gets what he or she needs. Also, the mentor works to make sure those involved receive fair service. All of the leadership models are important roles in today’s society. They each help management with their job duties, treat people fair and being a voice for the people. The Key Element of Supervisory Process Supervisor is an extension of...
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...Taneja SMBA13013 Sarthak Sahni SMBA13049 ISS ICELAND Summary * 2008 – Revenues of 68,829 million DKK * 7th largest outsourcing company in the world * 2009 – Integrated Facilities Management * Cleaning, Catering, Security, Property Services & Office Support * Decentralized model with financial reporting administered from headquarters in Copenhagen * ISS was not a price leader but was targeted at customers who cared about quality and were willing to pay for it A New value proposition * Post 2000 ,ISS Iceland adopted a new value proposition which has 2 dimensions. * The first is that of the classic outsourcer enabling our customers to focus on what they do best. * What is the feeling we want to create in our customers. * The new proposition says “We are creating wellbeing for our customers.” * Other 2 related issues were:- * People who don’t feel good about good about themselves are not as productive or quality-minded. * The transition from “Facilities services” to “Integrated facilities management” reflects how employees feel about their jobs * So the need came for “EMPLOYEE WELLBEING”. Gaps Model of Service Quality * Knowledge Gap: * ISS Iceland should know what it’s customers actually expect.(a solution to their problem as well their well-being). * Communication Gap: * ISS Iceland should know how to match their performance to promises.(Promise of providing complete customer-centric...
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...Transferable Skills Development issues & Challenges that focuses on key elements. • Packed with real-world examples, the course illustrates how successful managers deal with challenges, as well as provides students with step-by-step guidelines for effectively handling skills development functions. • Experiential exercises, action learning, individual and group work, role plays, reflective exercises, and self assessment included in this course would help students to immediately apply to their personal and professional lives. Course Objectives: Upon completion of this course, students should be able to: • Develop skills in managing oneself, other people, groups, and ultimately organizations. • Develop rich set of softer interpersonal, influencing, team-building, conflict management, and communications skills. • Understand organizational performance, and career success in modern, dynamic and complex organizations. Transferable Skills Development: Transferable Skills Development is more than getting work done through people. It is developing people through work. If you want to improve your workforce management, then you need to improve the way you lead people via transferring skills. LECTURE-2 A conflict arises when individuals have varied interests, opinions and thought processes and are just not willing to compromise with each other. It is always wise to adjust to some extent and try to find a solution to the...
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...Transition from Employee to Supervisor | | Whether it is a company or a business, leadership roles are of much importance to maintain good results in workflow on the job, as well as customer and employee satisfaction. When an employee is offered a promotion to a managerial role, such as a supervisor, the transition of responsibilities and expectations of this employee are suddenly different and very important. The change of pace can be nerve racking to some, but with a leadership role comes a new set of rules to go by and obstacles to face. Without a proper knowledge of how to accurately be a supervisor or leader, an entire team can come across numerous problems with no support to lean on. Important things like motivating peers, communicating correctly, organizing efficiently and having good problem solving skills are what make or break what good you’re doing for your position. Keep in mind that employees will look to you for what to do next; with you being accountable for their training and understanding of their job and that being answerable to upper management as well as gaining respect from fellow employees are just a couple of key requirements to becoming the effective leader your team will need to succeed and move forward. Setting objectives for your employees and for yourself become some of the most important steps in your role, and requires a steady approach along with a patient observation in the very beginning. Good Supervisors are the backbone of the...
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...Abstract A brief overview of the roles and responsibilities of mangers and leadership traits needed and utilized in the healthcare industry. The outline will describe the four major roles of managers, the functions of responsibility, the need for specific roles of management in healthcare, and the outcome of understanding how these ideals will enable me as a student, to transition into an effective leader in the healthcare setting. Managerial Roles The roles of managers and workers are clearly defined, not only by job description work performed, but also in salary. Managers in health care have multiple roles and responsibilities and encompass different disciplines. Managers need to be aware of the fact that this is their job, to supervise and guide workers in their duties, as well as to observe report and supplement what the workers are being tasked. One of the biggest mistakes that mangers make, is that they try to be liked. This is where poor leadership begins. A manger must remember that they are there to manage, not be popular. A manger will gain the respect of the workers by being there, doing their job properly, and not trying win their respect by being liked. The most important role of a manager in the health care field is, to be an advocate for the patient. The manager must maintain the level of understanding in the discipline they are assigned and effectively delegate roles to workers for the benefit of the patient. Cooperation and communication between...
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...Journal of Organizational Behavior J. Organiz. Behav. 30, 525–542 (2009) Published online 5 October 2008 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/job.563 Getting even with one’s supervisor and one’s organization: relationships among types of injustice, desires for revenge, and counterproductive work behaviors DAVID A. JONES* University of Vermont, Burlington, Vermont, U.S.A. Summary I tested hypotheses derived from the agent–system model of justice specifying that, among the different types of justice, interpersonal and informational justice explain the most unique variance in counterproductive work behavior (CWB) directed toward one’s supervisor, and procedural justice explains the most unique variance in CWB directed toward one’s organization. I also tested whether individuals’ desires for revenge against one’s supervisor and one’s organization mediate certain justice–CWB relationships. Results (N ¼ 424) provided considerable support for the study hypotheses, showing that employees tend to direct their CWB toward the source of perceived mistreatment, and that desires for revenge explain part, but not all, of the relationships between some types of injustice and CWB. Implications for theory, research, and practice are discussed. Copyright # 2008 John Wiley & Sons, Ltd. Introduction It has been estimated that up to 75 per cent of employees engage in behaviors such as theft, sabotage, unexcused absenteeism, and vandalism (Harper, 1990; McGurn...
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...other staff of ITF. Mr. Godwin D. Udiba was in attendance for the opening ceremony as the representative of the Managing Director, Pamol (Nig) Limited. After the opening ceremony, a group photograph was taken with ITF staff. A total of 14 participants were in attendance all of whom were from Pamol (Nig) Limited. The workshop ended on Friday 17th August, 2012. PROGRAMME CONTENT The course content covered the following areas: • Concept of Supervisory Management. • Roles of the Supervisor in Training and Development. • Coaching and Mentoring Techniques. • Effective Team Work. • Problem Solving and Decision Making Skills. • Delegation and Motivation for Performance Improvement. • Effective Communication and Human Relation. • Performance Appraisal. CONCEPT OF SUPERVISORY MANAGEMENT - BY MR. BEN O. A. C. Several definitions of a Supervisor were given, one of such definitions was that a Supervisor was an officer whose major activities focus on people and their problems. The management functions of a Supervisor were given to include planning, organizing, directing, coordinating and controlling. We were made to understand that over the years, studies done on organizations with capability for full...
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...organisation. As a manager/leader it is important to take time to think about goals, not just activities. If it is done effectively delegating can relieve some of your stress and give you more time to do your job. Delegating can help enhance your credibility as a manager/leader. By allowing your employees new ways to show their responsibility, you get their respect and loyalty. It will also help to identify potential within your team. According to Murdock and Scutt (2001) a manager should delegate the following: * Routine tasks * Interesting tasks * Tasks that others could possibly do better * Tasks that others might enjoy * Tasks that are good for an individual’s development * Time consuming tasks * Tasks for which you are not ultimately responsible. Managers who delegate effectively also receive several personal benefits; most importantly, they have more time to do their own jobs when they assign tasks to others. Given the hectic nature of managerial work, time is a precious commodity. Effective delegation frees the manager to focus on managerial tasks such as planning and control. Delegating also gives you time as a manager to take on tasks that develop your own skills. A manager is not the only one who sees the advantages of delegation. When you delegate you will teach your employees new skills...
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...Research in Higher Education, Vol. 48, No. 2, March 2007 (Ó 2006) DOI: 10.1007/s11162-006-9042-3 EXAMINING HERZBERG’S THEORY: Improving Job Satisfaction among Non-Academic Employees at a University Ryan E. Smerek*,† and Marvin Peterson† ................................................................................................ ................................................................................................ This study reports the results of a survey of 2700 employees in business operations at a large public, research university. The analysis tests Herzberg et al.’s (1959) well-known, duality theory of motivators and hygiene factors and the impact of personal characteristics and job characteristics on perceptions of the work environment and job satisfaction. The results offer inconclusive support of Herzberg’s theory although the work itself is the strongest predictor of job satisfaction after controlling for both personal and job characteristics. The study concludes by discussing both practical implications, for those in leadership positions in a university, and theoretical implications for researchers interested in exploring job satisfaction in a higher education context. ................................................................................................ ................................................................................................ KEY WORDS: job satisfaction; quality of worklife; work climate; administrative staff...
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...Today's school counselors deal routinely with complicated situations in which students have acute counseling needs, including cases of severe depression and suicidal ideation, pregnancy, substance abuse, school violence, and child abuse (Page, Pietrzak, & Sutton, 2001). To respond adequately to these needs, counselors must have both strong clinical skills and a keen awareness of the legal and ethical ramifications of any actions they may take or fail to take. These mandates are particularly challenging when school counselors are isolated in their settings or are so burdened with clerical and administrative tasks that they are unable to adequately address the counseling needs of the students they serve. School counselors in these situations may feel stressed and overworked and may be experiencing professional burnout. As a consequence, they can become unsure of their abilities and effectiveness and may experience erosion in their skills and competence (Crutchfield & Borders, 1997). This process runs counter to their ethical responsibility to maintain and increase their competence (American Counseling Association [ACA] 1995, Section C.2.) When school counselors fail to practice competently, this can become a legal problem as well as an ethical issue, because a malpractice lawsuit could result. Supervision can be an effective means of assisting school counselors to maintain and enhance their competence. Supervision can provide opportunities for continuing clinical-skill development...
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