New Employee Orientation on Employee Satisfaction and

¶ … New Employee Orientation on Employee Satisfaction and Retention One of the most integral parts of successful and efficient business production is associated with employee satisfaction. Employee satisfaction can be achieved through a systematic and successful delivery of employee training and orientation. "Starting a new job with a new employer is difficult not only for the new employee but also for the employing organization.

This is true regardless of the new employee's position in the organization." Beeler) Successful hew hire orientation programs can make or break the smooth transition of an employee into a new environment. "No new employee, no matter what the extent of previous experience and training, can be expected to perform well on a new job without considerable preparation.

Workers must sense that they have been fully prepared to do the full job for which they have been hired." Grant 17) It is clear from the literature that without a certain level of confidence and knowledge on the part of the employee about their job description, their benefits, the dynamic of their work environment and a certain level of camaraderie between employees, employees may choose not to remain in their positions. Sometimes employees will even opt for lower pay or worse benefits in order to secure these other things.

The holistic dynamic of the work place plays a very important role in job satisfaction. New employees can be a potential threat to business; without proper orientation and training, they can interrupt day-to-day operations and impair the quantity and quality of services. Through no fault of their own, new employees also may damage the professional image of the organization.

Beeler) Due to the considerable risk that is involved and the potential benefits of building a successful initial relationship between the new hire, the team she or he will be a part of, and the job he or she will perform is imperative.

The resources used to establish the success of any person new to his or her job are considerable and when utilized successfully can begin the process of building great employees yet, when utilized ineffectively can stagnate not only individual employees but can put a firm at risk for overall business failure. Realistic and practical communication with a new employee is crucial and must begin from the very first day. Research associated with past and present trends in new hire orientation is therefore essential within the dynamic of every business.

Finding best practices, retiring old ineffective models and implementing new ones can be a product of a successful research base. The most crucial factor associated with new hire orientation is of course one of the most crucial human resource issues of all time, long-term employee retention. The purpose of the proposed study will be to begin the groundwork for the establishment of a mainstream general system of successful employee orientation that can be tailored to meet the needs of many businesses.

In theory the process of successful new hire orientation will ensure, early competence at tasks, general employee satisfaction, and will also ensure improved long-term retention of valuable employees. General employee satisfaction will be ascertained through a quarterly review system and will be based upon a score of ten or greater on a self-report satisfaction survey.

Early task competence will be evaluated based on the observation of new hire productivity within the first ninety days of employment with the firm and will be secondarily addressed on the satisfaction survey as a question regarding his or her personal feelings of task confidence within the first thirty days of initial employment. Long-term employee retention will be ascertained by a data analysis of employees in the study group having attained a retention period of longer than two years from time of hire.

The proposed study will evaluate a group of new hires entering the firm over a six-month period and will follow them for eight quarters or two years of employment. The data will then be submitted to the director of human resources for evaluation and implementation of other needed changes. In summary the proposed case study will evaluate an implemented a new hire orientation program in an attempt to establish best practices to ensure, early task confidence, general employee satisfaction and long-term employee retention.

Literature Review In a 1993 survey of a very large number of businesses and organizations, published in 1995 a group of researchers attempted to ascertain the level to which companies are now providing training and learning opportunities to their employees. It seems that there is a growing trend among organizations to offer training and orientation that better meet the needs of employees.

Though it may seem that this is along time coming the research points out that until recently people were expected to remain in one position much longer and enter the workforce at a younger age. The trend for more and more specialized education is growing and as these researchers point out the need for appropriate data about what works and what does not is growing with it.

Frazis, Herz and Horrigan) In a 1998 article research from 1996, pertaining to employee retention rates within correctional institutions many important factors associated with employee retention are outlined. Though this data is specific to correctional institutions many of the maxims associated with the findings are universal to all work environments. "During 1996, 23,745 correctional officers quit their jobs at 52 adult correctional agencies - reflecting a national annual turnover rate of 12.9%.

While there are many reasons why employees separate from their agencies, a primary cause is dissatisfaction with some aspect of the job." Dennis) Employee dissatisfaction is the number one reason why all employees voluntarily give up their positions in any company.

Dennis then goes on to discuss the issues addressed within the study: The specific factors influencing job satisfaction, as well as the correlation between the management traits of prison administrators and the level of job satisfaction and staff turnover, were examined during a recent research effort conducted by the Kentucky Department of Corrections (DOC). (Dennis) Then he continues by outlining the research format and purpose: "Questionnaires were distributed to the entire population of 2,426 full-time, permanent employees based in the 11 prisons operated by the Kentucky DOC.

A total of 1,330 questionnaires were completed, reflecting an overall return rate of 55%." (Dennis) summary of the results of the research demonstrates the empirical purpose of the study and offers some guidance for where the organization intends to put the research to work within the system. The results of the survey reiterated a long-held tenet of management theory: that those employees who feel more empowered are more satisfied with their jobs, and thus, are more inclined to stay with the organization.

From those results, researchers can make recommendations on how to better empower employees and increase overall job satisfaction. (Dennis) The purpose of Dennis' research being much the same as the goal of this particular proposal, the development of best practices that will empower the employee and offer him or her a work environment that will ensure retention.

In an 2000 article assessing the role of organization socialization in new employee orientation Klein and Weaver address issues that have been linked to employee retention: Organizational socialization is the process by which employees learn about and adapt to new jobs, roles, and the culture of the workplace (Fisher, 1986; Van Maanen & Schein, 1979). Organizational socialization has been linked to a number of important organizational outcomes including increased organizational commitment, job involvement, role orientation, and tenure (Allen & Meyer, 1990a; Bauer, Morrison, & Callister, 1998; Fisher, 1986).

Although socialization is an ongoing process, the focus of the current study is on the socialization of new hires, which is when adjustment issues are most intense and problematic and when employees are most susceptible to the organization's influence (Berlew & Hall, 1966; Jones, 1983; Van Maanen & Schein, 1979).

Klein and Weaver 47) The practical application of the study applied the principals of a new orientation program which included the following principals: The stated goals of the particular orientation program examined in this study were to help new employees (a) feel more a part of the organization, (b) learn more about the organization's language, traditions, mission, history, and structure, and - better understand the organization's basic workplace principles.

The outline of the program was as follows: (a) an introduction and overview during which a notebook containing various informational resources was distributed, (b) a videotaped welcome from the organization's president, - a game/exercise aimed at familiarizing employees with the organization's traditions and language, (d) a videotape and discussion covering the mission, history, and structure of the organization, and (e) a lecture/discussion of the organization's basic workplace principles.

(Klein and Weaver 47) What Klein and Weaver found is that the impact of the orientation program was significant on the factors addressed by the study and the outcomes are a part of a very small body of knowledge on the subject. The authors call for much further assessment of the significance of orientation on new hires. Another study conducted in 1995 assessed the issue of realistic self-regulatory coping orientation on new hires.

The study addresses the idea that self-regualtory coping borrowing from stress inoculation programs would assist new hires in coping with the stress and shock that is nearly always assocaiated with entering a new job. The study attempts to show a correlation between this sort of orientation and employee success and retention. The present study investigates the relative efficacy of a realistic orientation and a realistic orientation combined with self-regulatory coping training. Techniques borrowed from the stress inoculation literature (Meichenbaum & Novaco, 1986) were applied to coping orientation.

Stress inoculation, initially a three phase (problem conceptualization, skills training, & skills application) skills training approach to anxiety management, has been expanded into a more general training paradigm, which has been applied to problems such as police officer anger, alcohol abuse, rape trauma, and patient surgery preparation (Meichenbaum & Cameron, 1983). Self-regulatory activity, one of the focal points of stress inoculation training (Janis, 1958, 1983), involves ongoing self-statements, images, and feelings (Meichenbaum & Cameron, 1983).

(Waung) The outcomes of the experiment are important in that the findings were conclusive that the type of training offered had a reverse of the desired effect upon new hires. "Consistent with Meglino et al.'s (1988) explanation for the early turnover of the reduction preview group, exposure to self-regulatory coping resulted in higher perceptions of negative information. " Waung) Waung actually found that the exposure to the possibility of negative circumstances was more alarming to the new hire and caused a greater sense of fear.

The employees found themselves looking for the negative and therefore concentrating on their concerns rather than implementing positive work practices and socializing effectively with peers. This particular study is a good example of outmoded or ineffective practices working against an organization with a goal of greater retention of employees. In a rather radical move by a county organization detailed in a 1998 article tactics were tried that drastically altered the way in which the county oriented new hires.

Prior to this time the organization offered a rather mundane set of orientation procedures that included mostly general information and the filling out of paperwork, while offering a few specialized orientation sessions for certain jobs. What the county did was survey employees about what they thought would be helpful in an orientation program. Employees were asked what they wanted and needed from orientation. They also were asked what they liked and didn't like about orientation. New employees were asked what they wanted to know about the organization.

Additionally, the organization's senior management members were asked what they believed was important for employees to learn when joining the county payroll. The result of these assessments was the decision to radically alter how Mecklenburg County's new employees would be greeted and oriented to their new organization. Mcgillicuddy 551) The organization lengthened the time they allotted orientation and included additional information that was both more interesting to the new employees and offered in a format that had more variety.

Trusting their employee feedback, the trainers crafted a one-day orientation that gave employees what they said they wanted, and what the senior management believes employees need to know. Essentially, the mix includes the topics that still lacked excitement - W-2s and various policies and procedures - but also included details that let the employee know something about the organization, even operating divisions they hadn't heard about.

(Mcgillicuddy 551) The new process offered question and answer sessions that directed questions of the new hires directly to the person or persons who needed to answer them, it offered more interesting visual information and many other things that resulted in an overall more effective session that was less stressed and more useful. With these changes the county has made a significant impact upon both the orientation process and the comfort level of the new hires.

What the organization found themselves doing was treating the new employee as a customer, who's needs must be met accordingly. To assist in this continuous improvement, the HR staff implemented an ongoing evaluation to keep tabs on employee satisfaction with the session. With 93% of those involved in orientation completing surveys, the big question is, What are these newcomers saying now? Whereas previously most reported that the half-day session was too long, nearly 94% now say the "full-day" session is just the right length.

About the same percentage report the information provided is "very useful." More than 93% say the orientation is "well worth my time," while nearly 98% say their questions were answered. (Mcgillicuddy 551) The county has begun to recognize employee orientation as a fluid process that includes a continuous check and balance to determine efficacy and success of the system. The literature that is available on the subject of new employee orientation and the successful retention of employees is still very limited.

The correlation between employee retention and employee satisfaction needs to be more clearly drawn as do the reasons why employees report job satisfaction. In summary the relation between the various literature and the problem and thesis posed in this assessment is drawn through the desire for employers to have answers as to what is a best practice and what is an ineffective tool for the orientation of new employees.

It is clear from the literature that finding effective solutions must almost always include a combination between useful and sometimes mundane information and also information the employee finds engaging. Accentuating the positive is the common ground between these successful orientation programs and a reliance on realism is the common goal behind those that prove to frighten rather than to prepare. Method The proposal will analyze the empirical data in a test group of new hires from a six-month period.

The new hires will be offered an orientation program that will be detailed later in this section. The new hires will then be evaluated based on the several factors associated with job retention which have been outlined above, early task success, general job satisfaction and then overall retention of longer than two years. This proposal will develop an orientation plan borrowing from the Duke university new orientation model, including a clear pre-orientation, arrival and a long-term component.

Pre-orientation phase included the pre-hire interview and the contact information "Employees' first impressions of a department are formed during the hiring process.

Department's must ensure that their interactions during this period are positive and consistent." (Duke) The arrival phase is the most integral as it actually includes a rather long daily task associated orientation process that includes activities for the first day: Greet the employee and introduce the employee to co-workers and work areas Introduce the employee to their www.hr.duke.edu/orientation/next_buddy.htm" "buddy" Review the information provided in the department's orientation packet Review the job responsibilities Review the first week schedule of activities Assign the first project and schedule a feedback session Activities for the first two weeks: Review the department function, mission, vision and culture Insure the employee understands the relationship between their job, the department and the institution Explain the employees work relationship with others in the department Review current, 90 day, 6-month and 1 year department priorities Describe customer service expectations Introduce Duke's guiding principles Explain applicable department policies, work rules, work schedules and time away from work procedures Insure the employee is trained on safety and emergency procedures Schedule technical training as necessary Review pay policies and schedule (Duke) Activities to be completed in the first month after hire: Meet regularly with the employee to answer questions and insure that they are becoming acclimated to the department and position responsibilities Discuss the guiding principles and how they employee has seen them "in action" within the department Insure the new-hire has signed up for benefits Encourage the employee to visit special Duke locations and events Discuss/support community service initiatives Establish performance goals with the new employee (Duke) With the implementation of the second phase of the orientation process taking place over a longer period of time new employees will be offered a more positive social situation that should ensure the employee finds success within the social as well as task success situations of the new job.

The process will also offer more opportunities for information gathering and a less stressful association with a timed information gathering process. The long-term phase of the process will be tailored to meet the needs of assessment of learning goals. The new hires will be given the opportunity at this point to assess their satisfaction with the hiring and orientation process and to report on their general job satisfaction.

Employees will be asked questions about his or her general satisfaction with both orientation process and specific questions associated with what he or she feels was the most useful portion of the orientation phase. The job satisfaction.