‘In fact, the socialization gives us the tools to fill our evolutionary roles. They are our building blocks.’ (Dr. Warren Thomas Farrell) Organizational socialization is the ‘learning process’ by which new members learn the skills required by the organization, develop roles and adapt to norms of the organization. As Shibutani (1962) suggests, it provides individuals with a preview of the work life that is to follow and directs experience, orders and enhances interactions in the work setting, and also provides the ground rules under which everyday conduct is to be managed.
Research suggests that organizational socialization leads to positive outcomes for workers- it reduces role ambiguity and prevents role conflict. Members who socialize in organizations also have a higher job satisfaction, lower turnover, greater organizational commitment and reduced intentions to leave. According to a report by John Van Maanen and Edgar H. Schein MIT organizational socialization will reduce the tension by entering an unfamiliar situation. There are three stages of socialization; Firstly, the anticipatory socialization involves anticipation of roles and norms of the organization. Secondly, the member proceeds to encounter socialization where they build expectations about organizational life encounters on a day-to-day basis. Lastly, the process of role management is when the members focus on fine-tuning roles in the organization. (Gary Johns, Alan M Sacks).
There are five methods of organizational socialization, which accustoms new recruits to the job requirements. As people join an organization they have unrealistic expectations about prerequisites of the job. The extents to which expectations are met have inferences of work adjustment. In order to prevent these initial higher expectations and enhance organizational socialization organizations should provide realistic job previews.