6. Organisation socialisation, employer branding, and job satisfaction. Engagement and commitment

Organisational socialisation

Process by which employee becomes aware of values and organisational procedures; starts at the recruitment; extent to which skills, abilities, and interests of individual are compatible with job demands; P-O fit

3 stages of OS

1. Getting in (learning about prospective organisations)

2. Breaking in (first encounters with the new organisation)

3. Settling in (making full entry into the organisation)

Positive effects of OS

Role performance, extra-role performance; social cohesion, internal stability, external representation

Schneider’s ASA model

• Organisations attempt to attract and select particular types of people; attrition occurs through direct of indirect actions

• Recruitment → Selection—Attrition→ Socialisation

Job satisfaction

Positive attitude or emotional sate resulting from appraisal to one’s job

Herzberg’s two-factor principles

A sample of effects of events and agents on job satisfaction

Presumed antecedents, correlates, & consequences of job satisfaction

Measurement of job satisfaction: overall vs facet satisfaction

Overall: results either from mathematically combining scores based on satisfaction or a single overall evaluative rating of the job

Facet: information related to specific elements of job satisfaction

Satisfaction questionnaires

• JDI: assesses satisfaction with work itself, supervision, people, pay, promotion; heavily researched but lengthy

• MSQ: calculates extrinsic and intrinsic satisfaction scores

Commitment

Psychological and emotional attachment an individual feels to a relationship, organisation, goal, or occupation

3 elements of organisational commitment

• acceptance and belief in organisational values

• A willingness to exert effort on behalf of the organisation to help meet goals of the organisation

• A strong desire to remain in the organisation

Forms of organisational commitment

• Affective: emotional attachment to an organisation

• Continuance: perceived cost of leaving the organisation

• Normative: obligations to remain in the organisation

Factors influencing organisational commitment

Psychological and socialisation processes, organisational changes, HR practices, interpersonal relations, employee-organisational relations

Employee engagement

Positive work-related state of mind that includes high levels of energy, enthusiasm, and identification with one’s work → overlaps positively with job satisfaction, organisational commitment, and job involvement → but is distinct from these constructs and has important organisational implications

Withdrawal behaviours

• Work withdrawal: attempt to withdraw from work but maintain ties to the organisation and work role

• Job withdrawal: willingness to sever ties to organisation and work role

• Progression hypothesis

Employee turnover

• intention to leave; organisational commitment and job satisfaction influencing it; different factors influence turnover for different employees

• Enthusiastic leavers

• Reluctant leavers

• Enthusiastic stayers

• Reluctant stayers