Applying Organizational Psychology Research Paper
Applying Organizational Psychology
The purpose of this paper is to explain how the principles of organizational psychology can be applied to organizational recruitment and socialization. The author will explicate the recruitment process from an organizational and applicant perspective. The author will explore how organizational psychology principles be applied to the recruitment process. Last, the author will analyze the role of organizational socialization and how it can be applied into the field of organizational psychology.
Recruitment Process from an Organizational and Applicant Perspective.
During the recruitment process the key is to gather a large group of qualified candidates. This allows the organization to see which candidate will be the best fit for the company, become successful in the company, and be part of the company for a long time (Jex & Britt, 2008). The concept of recruiting does not generally fall into the organization category. Instead it adheres more to socialization because successful recruiting ensures that new exployees will fit in with the culture of the organization and will be more successfully socialized (Jex & Britt, 2008). The initial step in the recuiting process is termed recruitment planning. During the recruitment process candidates are typically not …show more content…
randomly selected. The organization’s recruitment process is based on strageic planning. The organizations selects candidates based on several factors: the number of employees that are needed, what date are these employees needed, and amount of present and future employees in the workplace market (Jex & Britt, 2008). Strategic planning is critical for an organization to have an effective recruitment process. Strategic planning assists the agency to set goals and to attain those goals by focusing on where they want to go and how will get there (Jex & Britt, 2008). Recruitment and strategic planning must work as a team because strategic planning sets clear implications for staffing needs. Another factor in developing a recruitment plan is succession planning. This form of planning projects the possiblity of turnover in various job categories. Many factors are taken into consideration such as employees projected retirement, those employees who will be leaving to attend school, and those employees who doing limited-term positions, such as seasonal positions. Once this information is gathered, recruiters can plan the recruitment process around those positions that need to be filled (Jex & Britt, 2008).
The third process is for the organization to assess the skills of current employers. Oftentimes, organizations have current employees periodically fill out a skills inventory. This highlights employees work experience, plans for continued education, competencies, and special skills (Jex & Britt, 2008). If the results of the inventories show that the organization’s current employees have the skills and abilities in which is needed to bring success to the organization, then there is no need to look at outside sources (Jex & Britt, 2008). The final process in recruitment planning is for the organization to do an assessment of the supply of labor. The aim of these assessments is to see if the supply of employees in different job categories is plentiful or scarce (Jex & Britt, 2008).
The organization’s recruitment process has a different focus than the applicants prespective on the recruitment process. During this process, the organization looks for forward movement in the company. On the other hand, the applicant is looking to seek career satisfaction and advancement (Jex & Britt, 2008). Applicants evaluate other employers to see if they can fit in with the organization. Generally, applicants compare their skills and abilities, with the skills and abilities required for the position (Jex & Britt, 2008). In addition to job-related skills and abilities, applicants look for and stay in organizations congruent with the values and goals that they have, which is also known as Attraction-Section-Attrition framework (Jex & Britt, 2008).
Principles of Organizational Psychology and the Recruitment Process
Principles of organizational psychology are implemented in the recruitment process. Organizations must design recruitment programs that involve a series of well integrated stages that are reinforced and convey a consistent message about the job and the culture of the organization (Saks & Uggerslev, 2010). In the recruitment process organizational psychology principles serve an active role for recruiters to employ effective ways recruiting will be conducted (Saks & Uggerslev, 2010). These principles are also used to seek applicants by highlighting the values of the organization.
Organizational Socialization.
During the recruitment process, socialization is needed to transform the outsider as a successful member of the organization.
Organizational socialization is the process through which a new employee adapts from being an outsider to an integrated and effective inside member of the group (Helena & Anderson, 2006). Organizational socialization includes changes in the development of new skills, knowledge, abilities, attitudes, values, and relationships (Helena & Anderson, 2006). To adapt to the new group, one must learn the culture of the organization. Socialization entails how well one does within the group and interacts with others (Helena & Anderson,
2006).
Chao O’Leary-Kelly, Wolf, Klein, and Gardner provides a comprehensive definition of organizational socialization that features six dimensions: History, Language, Politics, People, Organizational goals and values, and Performance Profiecieny (Jex & Britt, 2008). History is the first proposed dimension. As new members become aclimated with their new organization, they become familiar with the history (Jex & Britt, 2008). Language is the second dimension, new members begin to use the language and jargon of the organization. In the third dimension politics, members begin to learn the unwritten rules that govern the organization. People is the fourth dimension, it is essential for new members to develop positive working relationships with other members of the organization (Jex & Britt, 2008). In the fifth dimension organizational goals and values, new members must assimilate the goals and values of the organization. In the final dimension, performance proficiency, members must learn to do their job proficiently or they will not be with the organization for long (Jex & Britt, 2008).
Organizational Psychology Principles and Organizational Socialization
The principles of organizational psychology can be combined with the principles of organizational socialization. For instance, organizational psychologists allocate their attention to helping people effectively interact with others so that positive outcomes are achieved (Jex & Britt, 2008). In organizational socialization, people are required to learn the ways of the group and its particular culture. This assists people to have effective interactions and positive relationships (Jex & Britt, 2008). These elements result in success of the organization, which is the ultimate goal in both organizational psychology and organizational socialization (Jex & Britt, 2008). Other aspects of organizational socialization similar to the principles of organizational psychology are neglecting to socialize new members (Helena & Anderson, 2006). This illustrates the risk of negative impacts, with newcomer’s frequently showing high levels of expectations, which are not met and in turn, associated with poor attitudes and negative behaviors, including higher levels of turnover (Helena & Anderson, 2006). Recruitment and selection are significant costs to organizations and organizational socialization plays a critical role in capitalizing on these processes, and adjusting expectations to achieve positive socialization outcomes (Helena & Anderson, 2006).
Conclusion
In conclusion, this paper has explored many principles of organizational psychology and how they can be effectively combined into many other facets in organizational settings. The author explored the role of recruitment and socialization into organizational psychology. Last, the author explained the process of recruitment and how it is viewed differently from the organization and applicant’s perspective.
The purpose of this paper is to explain how the principles of organizational psychology can be applied to organizational recruitment and socialization. The author will explicate the recruitment process from an organizational and applicant perspective. The author will explore how organizational psychology principles be applied to the recruitment process. Last, the author will analyze the role of organizational socialization and how it can be applied into the field of organizational psychology.
Recruitment Process from an Organizational and Applicant Perspective.
During the recruitment process the key is to gather a large group of qualified candidates. This allows the organization to see which candidate will be the best fit for the company, become successful in the company, and be part of the company for a long time (Jex & Britt, 2008). The concept of recruiting does not generally fall into the organization category. Instead it adheres more to socialization because successful recruiting ensures that new exployees will fit in with the culture of the organization and will be more successfully socialized (Jex & Britt, 2008). The initial step in the recuiting process is termed recruitment planning. During the recruitment process candidates are typically not …show more content…
randomly selected. The organization’s recruitment process is based on strageic planning. The organizations selects candidates based on several factors: the number of employees that are needed, what date are these employees needed, and amount of present and future employees in the workplace market (Jex & Britt, 2008). Strategic planning is critical for an organization to have an effective recruitment process. Strategic planning assists the agency to set goals and to attain those goals by focusing on where they want to go and how will get there (Jex & Britt, 2008). Recruitment and strategic planning must work as a team because strategic planning sets clear implications for staffing needs. Another factor in developing a recruitment plan is succession planning. This form of planning projects the possiblity of turnover in various job categories. Many factors are taken into consideration such as employees projected retirement, those employees who will be leaving to attend school, and those employees who doing limited-term positions, such as seasonal positions. Once this information is gathered, recruiters can plan the recruitment process around those positions that need to be filled (Jex & Britt, 2008).
The third process is for the organization to assess the skills of current employers. Oftentimes, organizations have current employees periodically fill out a skills inventory. This highlights employees work experience, plans for continued education, competencies, and special skills (Jex & Britt, 2008). If the results of the inventories show that the organization’s current employees have the skills and abilities in which is needed to bring success to the organization, then there is no need to look at outside sources (Jex & Britt, 2008). The final process in recruitment planning is for the organization to do an assessment of the supply of labor. The aim of these assessments is to see if the supply of employees in different job categories is plentiful or scarce (Jex & Britt, 2008).
The organization’s recruitment process has a different focus than the applicants prespective on the recruitment process. During this process, the organization looks for forward movement in the company. On the other hand, the applicant is looking to seek career satisfaction and advancement (Jex & Britt, 2008). Applicants evaluate other employers to see if they can fit in with the organization. Generally, applicants compare their skills and abilities, with the skills and abilities required for the position (Jex & Britt, 2008). In addition to job-related skills and abilities, applicants look for and stay in organizations congruent with the values and goals that they have, which is also known as Attraction-Section-Attrition framework (Jex & Britt, 2008).
Principles of Organizational Psychology and the Recruitment Process
Principles of organizational psychology are implemented in the recruitment process. Organizations must design recruitment programs that involve a series of well integrated stages that are reinforced and convey a consistent message about the job and the culture of the organization (Saks & Uggerslev, 2010). In the recruitment process organizational psychology principles serve an active role for recruiters to employ effective ways recruiting will be conducted (Saks & Uggerslev, 2010). These principles are also used to seek applicants by highlighting the values of the organization.
Organizational Socialization.
During the recruitment process, socialization is needed to transform the outsider as a successful member of the organization.
Organizational socialization is the process through which a new employee adapts from being an outsider to an integrated and effective inside member of the group (Helena & Anderson, 2006). Organizational socialization includes changes in the development of new skills, knowledge, abilities, attitudes, values, and relationships (Helena & Anderson, 2006). To adapt to the new group, one must learn the culture of the organization. Socialization entails how well one does within the group and interacts with others (Helena & Anderson,
2006).
Chao O’Leary-Kelly, Wolf, Klein, and Gardner provides a comprehensive definition of organizational socialization that features six dimensions: History, Language, Politics, People, Organizational goals and values, and Performance Profiecieny (Jex & Britt, 2008). History is the first proposed dimension. As new members become aclimated with their new organization, they become familiar with the history (Jex & Britt, 2008). Language is the second dimension, new members begin to use the language and jargon of the organization. In the third dimension politics, members begin to learn the unwritten rules that govern the organization. People is the fourth dimension, it is essential for new members to develop positive working relationships with other members of the organization (Jex & Britt, 2008). In the fifth dimension organizational goals and values, new members must assimilate the goals and values of the organization. In the final dimension, performance proficiency, members must learn to do their job proficiently or they will not be with the organization for long (Jex & Britt, 2008).
Organizational Psychology Principles and Organizational Socialization
The principles of organizational psychology can be combined with the principles of organizational socialization. For instance, organizational psychologists allocate their attention to helping people effectively interact with others so that positive outcomes are achieved (Jex & Britt, 2008). In organizational socialization, people are required to learn the ways of the group and its particular culture. This assists people to have effective interactions and positive relationships (Jex & Britt, 2008). These elements result in success of the organization, which is the ultimate goal in both organizational psychology and organizational socialization (Jex & Britt, 2008). Other aspects of organizational socialization similar to the principles of organizational psychology are neglecting to socialize new members (Helena & Anderson, 2006). This illustrates the risk of negative impacts, with newcomer’s frequently showing high levels of expectations, which are not met and in turn, associated with poor attitudes and negative behaviors, including higher levels of turnover (Helena & Anderson, 2006). Recruitment and selection are significant costs to organizations and organizational socialization plays a critical role in capitalizing on these processes, and adjusting expectations to achieve positive socialization outcomes (Helena & Anderson, 2006).
Conclusion
In conclusion, this paper has explored many principles of organizational psychology and how they can be effectively combined into many other facets in organizational settings. The author explored the role of recruitment and socialization into organizational psychology. Last, the author explained the process of recruitment and how it is viewed differently from the organization and applicant’s perspective.