Though organisations entail some conflicting as well as common elements (Berger 1957), traditional
values are seen as embedded in organisations and therefore employment is looked upon as a commitment. Because of the ‘homogenising influence of culture’, by which it is meant ‘
socialisation’ in the direction of certain dominant standards, beliefs, values, and expectations, organisations are able to mitigate some of the difficulties they confront as recruiters (Thompson 1967) .
A person is likely to rise in revolt when his work identity remains without being stabilised (Sofer 1972). Sofer continues to say that being an object of appraisals and training, an entrant in due course becomes an appraiser and trainer of organisational values. The work roles available embed in them, a contribution to some centrally defined organisational objectives. The occupants of work role accept the objectives as their own, or go through motions consistent with the attainment of those objectives, a process which tends to constrain and tends in itself to turn into a commitment.
‘Socialisation’ (Allen et al., 1990; Miller et al., 1991), the process by which new employees adapt to the culture of an
organisation develops a feeling of ‘usness’ (Gabriel et al., 2000) among them. ‘Socialisation’ strategies set parameters for individual behaviour. Such strategies are classified under three broad headings such as ‘control oriented’ (Bennis et al., 1973),‘power and persuasive oriented’ (Zaltman et al., 1972) and
‘re-educative’ (Zaltman et al., 1972). While ‘control oriented’ strategy is greatly formalised, ‘power and persuasive’ strategy combines both coercion and the use of propaganda and influence of peers to create and maintain a group or organisational identity. However, voluntary acceptance of this identity is sought to be established (Halberstam 1973; Hirschman 1970). On the contrary, the Japanese ‘Ringi system’ (Yoshino 1968) depends upon persuasive, culturally accepted values and beliefs about participation. Weber (1947) sees the acceptance of bureaucratic values as one dependent upon a supportive social ideology. ‘Re-educative strategy’ may be either formal or informal. While formal ‘re-educative strategy’ involves training relating to roles and skills, informal activities emphasise one-to-one consultation. The employee thus masters the skills required for his job, successfully performs his new roles, and makes the adjustments to his work group’s values and norms (Feldman 1981). Van Maanen et al., (1977) have identified pre-arrival, encounter and metamorphosis as three stages in the process of socialisation. Incidence of labour turnover and absences is reported to have been seen among those who are new to their work or to the plant and have not worked themselves into relationship with the job or fellow workers (Mayo et al., 1944). Socializing employees in the organisation according to Sinha (1988) and Tripathi (1988) is a continuous process. It involves assimilating employees, organisations and socio-cultural context in some kind of unity.
Successful completion of socialisation stages should have a positive impact on the new employees’ productivity and commitment to the organisation, and reduce their propensity to leave the organisation. A deliberately planned and executed assimilation of individuals into the social system of the plant, besides being an insurance against increasing labour turnover (Mayo et al., 1944), also keeps at bay other forms of covert and overt industrial conflict. Simon (1954) seems to be in agreement with Mayo and his colleagues. He says that the ‘success’ of the structure is judged by the performance of the workers and performance can best be guaged by the manner in which decisions and behaviour of employees are influenced within and by the organisation.
An employee's performance depends to a considerable degree on knowing what he should or should not do. Proper socialisation becomes a significant factor in influencing both actual job performance, how it is perceived by others and how well the person fits into the organisation. The purpose of induction of employees is to educate the employees and provide them orientation. It is an effort to ‘sell’ the Company to the employee so that he carries an image of the company in his heart. Induction is intended not only to ‘train up the workmen in the way they should work’, but also to ensure the maintenance of ‘organisational equilibrium’.