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- Role clarity
- Self-efficacy
- Social acceptance
- Knowledge of organizational culture
- Outcomes
- Limits and criticisms of onboarding theory
Employee adjustmentIn order to increase the success of an onboarding program, it is important for an organization to monitor how well their new hires are adjusting to their new roles, responsibilities, peers, supervisors, and the organization at large. Researchers have noted that role clarity, self-efficacy, social acceptance, and knowledge of organizational culture are particularly good indicators of well-adjusted new employees who have benefitted from an effective onboarding system. Role clarityRole clarity describes a new employee's understanding of his or her job responsibilities and organizational role. One of the goals of an onboarding process is to aid newcomers in reducing ambiguity and uncertainty so that it is easier for them to get their jobs done correctly and efficiently. A poor onboarding program, for example, may produce employees who exhibit sub-par productivity because they are unsure of their exact roles and responsibilities. On the other hand, a strong onboarding program would produce employees who are especially productive because they know exactly what is expected of them in their job tasks and their organizational role. Given this information, it is easy to see why an organization would benefit substantially from increasing role clarity for a new employee. Not only does role clarity imply greater productivity, but it has also been linked to both job satisfaction and organizational commitment.[28] Self-efficacySelf-efficacy is the degree to which new employees feel capable of successfully completing their assigned job tasks and fulfilling their responsibilities. It makes logical sense that employees who feel as though they can get the job done would fare better than those who feel overwhelmed in their new positions, and unsurprisingly, researchers have found that job satisfaction, organizational commitment, and turnover are all correlated with feelings of self-efficacy.[3] Social acceptanceSocial acceptance gives new employees the support needed to be successful. While role clarity and self-efficacy are important to a newcomer's ability to meet the requirements of a job, the feeling of "fitting in" can do a lot for one's perception of the work environment and has been demonstrated to increase commitment to an organization and decrease turnover.[3] If an employee feels well-received by his or her peers, a personal investment in the organization develops, and leaving becomes less likely. Knowledge of organizational cultureKnowledge of organizational culture refers to how well a new employee understands a company's values, goals, roles, norms, and overall organizational environment. For example, some organizations may have very strict, yet unspoken, rules of how interactions with superiors should be conducted or whether overtime hours are the norm and an expectation. Knowledge of one's organizational culture is important for the newcomer looking to adapt to a new company, as it allows for social acceptance and aids in completing work tasks in a way that meets company standards. Overall, knowledge of organizational culture has been linked to increased satisfaction and commitment, as well as decreased turnover.[29] OutcomesHistorically, organizations have overlooked the influence of business practices in shaping enduring work attitudes and thus have continually underestimated their impact on financial success.[30]Employees' job attitudes are particularly important from an organization's perspective because of their link to employee engagement and performance on the job. Employee engagement attitudes, such as satisfaction with one's job and organizational commitment or loyalty, have important implications for an employee's work performance and intentions to stay with or quit an organization. This translates into strong monetary gains for organizations as research has demonstrated that individuals who are highly satisfied with their jobs and who exhibit high organizational commitment are likely to perform better and remain in an organization, whereas individuals who have developed negative attitudes (are highly dissatisfied and unattached to their jobs) are characterized by low performance and high turnover rates.[30][31] Unengaged employees are very costly to organizations in terms of slowed performance and rehiring expenses. Since, attitudinal formations begin from the initial point of contact with an organization, practitioners would be wise to take advantage of positive attitudinal development during socialization periods in order to ensure a strong, productive, and dedicated workforce. Limits and criticisms of onboarding theoryAlthough the outcomes of socialization organization have been positively associated with the process of uncertainty reduction, they may not necessarily be desirable to all organizations. Jones (1986) as well as Allen and Meyer (1990) found that socialization tactics were related to commitment, but they were negatively correlated to role clarity.[22][32] Because formal socialization tactics insulate the newcomer from their full responsibilities while “learning the ropes”, there is a potential for role confusion once expected to fully enter the organization. In some cases though, organizations may even desire a certain level of person-organizational misfit in order to achieve outcomes via innovative behaviors.[6] Depending on the culture of the organization, it may be more desirable to increase ambiguity despite the potentially negative connection with organizational commitment. Additionally, socialization researchers have had major concern over the length of time that it takes newcomers to adjust. There has been great difficulty determining the role that time plays, but once the length of the adjustment is determined, organizations can make appropriate recommendations regarding what matters most in various stages of the adjustment process.[6] Further criticisms include the use of special orientation sessions to educate newcomers about the organization and strengthen their organizational commitment. While these sessions have been found to be often formal and ritualistic, several studies have found them unpleasant or traumatic.[33] Orientation sessions are a frequently used socialization tactic, however, employees have not found them to be helpful, nor has any research provided any evidence for their benefits.[34][35][36][37][38]
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