Quest Journals Journal of Research in Humanities and Social Science Volume 5 ~ Issue 3 (2017) pp: 82-85 ISSN(Online) : 2321-9467 www.questjournals.org Research Paper
Induction as a Tool to Gain Employee Commitment with Special Reference to IT Industry Usha.D1, Teresa Sindhu Pious2 (1
Asst Professor, Department of Management Studies Women’s Christian College, Chennai, India 2 Department of Management Studies, Women’s Christian College Chennai, India)
Received 17 Mar, 2017; Accepted 31 Mar, 2017 © The author(s) 2017. Published with open access at www.questjournals.org ABSTRACT : Induction or new employee orientation forms the basic foundation upon which further positive employee relationship is built. With the changing demographic and psychographic profile of employees especially in the knowledge industry, obtaining and maintaining employee commitment is an arduous task. This study purports to reiterate the positive effects of induction on employee morale .It also aims to explore and understand the extent of its impact on the three dimensions of commitment-affective ,normative, continuance. Keywords: commitment, induction effectiveness, IT, new employee orientation, retention.
I.
INTRODUCTION
Employee retention and knowledge management is increasingly becoming the watch word of HR professionals. The process towards successful implementation of a knowledge management process and retention policy starts right from the moment the employee enters an organization. An induction program is one of the first and primary components of the process. [1]Foot and Hook (1999) presents induction as an important aspect of employee retention as it is the first process that the new employee faces and the way it is managed often reflects the values of a company. Paying special attention to the first impression made by the company will make the new employee feel valued and expected. With employee turnover being high, especially in the knowledge industry the importance of induction cannot be felt more now than ever. [2]Ingersoll and Smith (2004) rightly put it as a support, guidance and orientation program for a new entrant. Many organizations though, consider it as just another formality and fail to understand the long term riches that it could yield. The effects of a good induction program needs to be analyzed not immediately but after a lapse of sufficient period. 1.1
Previous Work An induction or a new employee orientation program has become the norm in today’s world. As [3] Jose M. Acevedo and George B. Yancey, (2011) puts it rightly, given today’s stressful demands on organizations and employees, organizations need to properly train and socialize their new employees through a properly formulated NEO program. The resultant commitment was delineated to three different dimensions by [4] Allen and Meyer, (1990). The affective component of organizational commitment refers to employees' emotional attachment to, identification with, and involvement in, the organization. The continuance component is the commitment because of being apprehensive about the costs that employees associate with leaving the organization. The normative component is the commitment derived because it is the norm or the employee feels obliged to be with the organization. [5] Klein, and Weaver, (2000), observed that the normative commitment was higher in employees who attended training program. The process of becoming aware of what the organization stands for, its policies procedures etc., is termed as socialization and such socialization has several benefits. Individuals who were more socialized in the organizations goals and values had a more positive identity resolution, career resolution, career involvement and job satisfaction , [6] Chao , O’Leary-Kelly, Wolf, Klein, and Gardner. Such socialization may also be with the organizational language, goals, values, history, people, politics, and performance proficiency. [7] Waung, (1995), brought in a radical thought about the effects of inputs on the negative aspects of the job. The negative aspects may be highlighted just for the purpose of providing awareness about coping mechanism such as cognitive restructuring. Though the purpose had been to be supportive the efforts are likely to backfire with a resultant higher turnover. It was only after the initial days of adjustments that the employee is able to comprehend the value of orientation about coping strategies.[8] Mestre, Stainer, and Stainer, (1997) highlights the components of Japanese orientation programs. The agenda *Corresponding Author: Usha.D1 (1 Asst Professor, Department of Management Studies Women’s Christian College, Chennai, India
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