earticle

영어

Organizational socialization concerns how newcomers change, but "personalization" is how the organization changes as a result of the newcomers who joint it. In contrast to socialization, personalization has received almost no attention from scholars. There are two reasons for this imbalance. First, in most organizations, newcomers enter in snall numbers, rather than in large cohorts. As they enter the ongoing system, they tend to be overwhelmed by the momentum of the existing climates with their respective norms and values. Thus it is mich more likely that the newcomers will change rather than the organization. Second, when trying to examine change, it is easier to observe them in newcomers than in the organization as a whole. The larger the organization is, the harder it is to detect changes in it. Organizational socialization is how organizations change newcomers. How organizations change as a result of having newcomers join them is called personalization, a process that is rarely studied. Organizational socialization differs from newcomer orientation in two ways : (1) socialization is more concerned with making newcomers conform to the organization, and (2) socialization is a process that unfolds over a period of time. The basic objective of organizational socialization is to maintain control by ensuring that newcomers share the same norms and values as those of the organization. Socialization and selection are ways for attaining organizational control. They con be substitutes for each other. Organizational socialization is composed of three basic processes : (1) social learning as the way newcomers learn, (2) new roles, norms, and values as the material that is learned, and (3) conflict as the unique dynamic of this particular learning process. Socialization has been divided into various stages by different authors. Asummary and integration of these models includes the following stages : (1) confronting and accepting organizational reality, (2)achieving role clarity, (3)locating oneself in the organizational context, and (4)detecting signposts of successful socialization. Organizational socialization tactics can be categorized on six dimensions, depending on whether the socialization is : (1)done collectively in a group or individually, (2)done formally or informally, (3)done in a specific sequence or randomly, (4)done on a fixed or variable timetable, (5)done by those in positions similar to the one that the newcomer will assume or by others who are quite different, and (6)dont in a way that reinforces the identity of the newcomer or in a way that divests the newcomer of some part of his or her identity. As the limitation of this study, did not consider the subordinates characteristics and management style of the Korean firms in the research on organizational socialization tactics and did not empirical research.