Induction
Program
Armstrong
(2017) defined Induction as the process of receiving and welcoming new employees
when they first join the company and giving them the basic information, they
need to settle down quickly and happily and start work. He extended the concept
by arguing that “a new employee when arriving to a new work station is totally
a stranger, so he/she needs to get all information about the organization, co-workers
and the specific job he/she had employed for with the remunerations associated
with. Lin and Hsu (2017) define Induction as the procedure for providing new
employees with basic background information about the firm and the job. It is
more or less, considered as one component of the employer’s new-employee
socialization process. He further noted that for new employees’ work
performance depends to a great extent on knowing what they should or should not
do and understanding the right way to do a job is a measure of effective
socialization.
Leading
shoe manufacturing company conduct the induction programmes for fresh employees
who newly appointed to the organization. It includes the overview of every
department of the organization, inbound and outbound training and workshops,
develop employee’s skills.
Effectiveness
According
to Gupta (2018), effectiveness is the capability of producing a desired result
or the ability to produce desired output. He went on explaining that when
something is deemed effective, it means it has an intended or expected outcome,
or produces a deep, vivid impression. Sarma (2008) defined effectiveness as the
ability to be successful in producing the intended results at the maximum level
of quality. According to Aswathappa (2014), effectiveness refers to the level
of quality with which a task or process is carried out that ultimately leads to
higher overall performance of an activity
TPI
theory (Theoretical, Practical skills and Interaction)
This
study was guided by the TPI-theory of induction developed by Adam (2010). The
TPI-theory is an attempt to reconcile theoretical understanding of
organizational socialization such as the process of integration. According to
Adam (2010) TPI theory refers that employees need to develop theoretical (T),
and practical (P) skills towards the performance of the new job, but also
satisfy needs of interaction (I) that exist among the new employees and these
three conditions must be fulfilled to become integrated to the organization.
This theory is important to approach an understanding of integration and
socialization effects and it emphasizes that for an employee to be productive
at work must have satisfied with the three conditions that is theoretical
knowledge, practical knowledge as well as the process of integration (Adam,
2010).
Weiler
(2005) distinguished between theoretical and practical knowledge by arguing that
theory traditionally represents a kind of knowledge that is the generalized distillation
of observation for the purpose of explaining other observations, “its principal
purpose lies in the constant perfection of its own explanatory power”. Theoretical
knowledge is rated by how well it explains as wide a range of phenomena as
possible while practical knowledge by contrast, according to Kweka and Sedoyeka
(2014) is conventionally predicted on a more instrumental conception of
knowledge; it represents knowledge that helps to accomplish things, and that proves
its worth by how well it does help accomplish whatever needs to be accomplished.
Katajavuori et al (2006) argued that practical knowledge manifest itself as
skills or knowing-how.
For leading shoe manufacturing company conduct programs for all new employee that covers all area of theoretical knowledge of manufacturing process of shoe that use in their factory and in the same time they provide practical experience about that theoretical part. Because of that employee has wide angle of idea about the factory process and it indirectly affects to the organization vision.
REFERENCES
Adam, A. (2010).
Induction-Integration? On the Introduction Programs’ Importance for the
Integration of New Employees. Unpublished master’s dissertation, University of
Nairobi, Kenya.
Armstrong, M. (2017). Reinventing Performance Management, (4th Edition). Building a Culture of Continuous Improvement. New Delhi: Kogan Page.
Aswathappa, K. (2014). Human Resources Management: Text and Cases (7th Edition). New Delhi: McGraw Hill Education.
Gupta, C. B. (2018). Human Resources Management (19th Edition). New Delhi: Sultan Chand & Sons.
Katajavuori, N. (2006). The significance of practical training in linking theoretical studies with practice. Higher Education, 51, 439-460.
Kweka, N. & Sedoyeka, E. (2014). Labour turnover in Tanzania-telecom vs. banking sectors. International Journal of Computing and ICT Research 8(2), 65-82.
Lin, S. R. & Hsu, C. C. (2017). A study of impact of job training and job performance of employees in catering industry. International Journal of Organizational Innovation, 9 (3), 123.
Sarma, A. M. (2008). Performance Management System, (1st Edition). Mumbai: Himalaya Pub.
Weiler, H. N. (2005). Theory and Practice: Dichotomies of Knowledge? Prepared for an Invited Panel on “Beyond Dichotomies: Theory vs Practice”. Paper Presented at the Annual Meeting of the Comparative and International Education Society (CIES), Stanford University.
While agreeing to your blog post, I also would like to add that according to Billett et al. (2014), in small private organizations, the induction practice was almost exclusively managed by the community, and induction into the organization coincided with induction into the profession (Billett et al., 2014). Thus, the induction and orientation both occur simultaneously making the familiarization process more effective in terms of time consumption.
ReplyDeleteThank you Farook. Agree to your comment. And also according to Armstrong (2017) defined Induction as the process of receiving and welcoming new employees when they first join the company and giving them the basic information, they need to settle down quickly and happily and start work. He extended the concept by arguing that “a new employee when arriving to a new work station is totally a stranger, so he/she needs to get all information about the organization, co-workers and the specific job he/she had employed for with the remunerations associated with.
DeleteI agree with your blog content Chathuri, on the other hand, many organizations do not involve their new staff in induction, therefore, most of them are vulnerable during the first few weeks of employment and this might discourage the new employees and thus, organization stand the risk of turnover (Kearney, 2010, Snell, 2006).
ReplyDeleteAgreed Nilusha, according to Lin and Hsu (2017) induction is the procedure for providing new employees with basic background information about the firm and the job. It is more or less, considered as one component of the employer’s new-employee socialization process. He further noted that for new employees’ work performance depends to a great extent on knowing what they should or should not do and understanding the right way to do a job is a measure of effective socialization.
DeleteInduction is very vital as you very correctly highlighted in your blog post. Through induction, the company can pass the organizational value system and cultural aspects very easily and smoothly. Then there will be no ambiguity once they start working on the given culture.
ReplyDeleteLashley, C. and Best, W. (2002), However, induction is best seen as a process that commences before the employee starts work and extends through the first two or three months of employment.
Top of all this will be a supporting hand to adapt to the culture at the earliest and march towards the given strategic goals.
Agreed Dulakshi, induction is the process of receiving and welcoming employees when they join a company and giving them the basic information they need to settle down quickly and happily and start work (Armstrong, 2003).
Delete