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The personnel introduction (often also training or integration of new coworkers) covers training into the actual task of work apart from the administrative attitude, thus the formalities in connection with the beginning of work, on the one hand on the other hand in addition, the social integration into the work surrounding field. To this both the direct working group and the social system of the entire enterprise belong.
The personnel introduction is usually regarded as Sozialisationsprozess. The new coworker sees itself at first confronted with a strange and new work context and a new social environment. Hereby he must argue within a learning process and adapt to the standards and values of the organization.
With this adjustment process it concerns a mutual process: On the one hand is the coworker organization-specific values, standards and characteristics internal on the other hand brings he own ideas, conceptions and value orientations also into the organization, which other organization members affect. The reciprocal effort of the new coworkers, into the organization bring themselves and to carry out to want, also Individualisation one calls; to integrate the efforts of the organization of beginners and adapt to the organization against it as organisationale Sozialisation.
When one designates introduction programs or synonymously induction programs the well-planned, systematic and formalized use of measures, which aim at that from new coworkers remaining members of the organization become. In addition the spontaneous, improvised and often informalen measures stand for personnel introduction in contrast, which the induction programs supplement in practice.
The introduction process can be represented as phase model. Here the emphasis-moderate view is on the social process of integration and the attention of the special need and motive structure of new coworkers. Assistance of in such a way won realizations is better possible it in the context of a personnel introduction program to deal with the new coworker. Most partitionings differentiate between
"• anticipation Sozialisation
"• Confrontation phase and
"• Integration phase.
Under the anticipation Sozialisation understands one the entire learning processes of the new coworker up to the entrance into the enterprise (e.g. from parents' house, training and professional training). Dependent on as far with the standards and behaviors demanded in the enterprise to agree, the introduction process will run off these learned standards and behaviors problem-free or more problematic. For the enterprises during the selection process the first possibility exists to affect active the applicants. With the potential coworkers before beginning of work expectations are already developed over the future activity and the future surrounding field and possibly existing knowledge of the enterprise are updated.
With the entrance into the enterprise the confrontation phase begins, in which the new coworker must master the discrepancies between developed expectations and the actual operating reality. Due to surprises this phase for the new coworker is characterised by a high stress arising. Here it can come to one "reality shock ", which endangers and to an internal prevention of the enterprise leads the integration.
The integration phase covers the integration of the new coworker in the social structure of the enterprise and the Internalisierung of the values prevailing there. An internal connection develops for enterprise. "With internal connection the identification meant with that and the readiness of application for the enterprise are. A "condition for it is that the beginners decoded their role requirements, both within the technical and social range and for possible role conflicts solution strategies developed. Here the term of the Commitments is to be arranged, which is frequently discussed in recent time and under which one a psychological connection between coworkers and enterprise understands.
At the end of the introduction process the successful integration of the new coworker is to stand into the organization. Of one succeeded integration can be spoken if both and the new coworker with its new situation is content the other organization members with the new coworker and his works are content. The Sozialisationsprozess of coworkers and enterprises ends however not with a successful integration, but persists in the form that on the one hand coworkers in their working roll want to develop themselves further and carry out even and on the other hand the enterprises are anxious to adapt their coworkers further.
After KIESER a successful introduction is present from enterprise view, if the coworker develops a high connection to the enterprise, which accepted Unternehmenskultur inside light and and adapted its technical abilities to the requirements of the place. Besides it is to bring itself motivated and actively into the enterprise, in order to be able to solve creatively again arising problems. Derived from it also the creation of work satisfaction and productivity of the new coworker are to be called as further goals.
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