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Case Incident Reality Shock Answer

University/College: University of Arkansas System
Date: October 30, 2017
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Case Incident Reality Shock Answer

Explain how Season’s anticipatory colonization might be contributing to his disappointment and Job attitudes. How might this situation have been prevented? Anticipatory solicitation occurs before entering Into the organization. It Is facilitated by social Interactions which can be formal or Informal In which non group members learn to take on the values and standards of groups that they aspire to Join.

A Job attitude Is a set of evaluations of one’s Job that constitute one’s feelings toward, beliefs about and attachment to one’s job-Many workers like Jason experience a surprise’ reaction when they are told about the job and what they actually do. Formed attitudes towards a new job starts at the recruitment process, interview and word of mouth. In Season’s case, he was told about the great co-workers, attending training and developing programs. Due to the promises tattoos compared to what is experiencing, his attitude changed because he had higher expectations.

These attitudes may be translated into behavior as drastic as leaving the organization which is what Jason Is thinking of doing. To prevent this reality shock, the organizations should not develop unrealistic expectations from the interview or word of mouth. Another way to manage reality shock Is to prevent Its Inevitability and recognize the experience of this phenomenon. 2 Explain how unrealistic expectations and the psychological contract can help us understand Season’s situation.

New workers entering organizations hold expectations that are unrealistically high which leads to reality shock. A high expectation can affect job satisfaction, organizational commitment, job performance and intentions to quit. Season’s high expectations were lowered when he saw things not being done. However the introduction to the Job such as learning the history and policies of the organization was an adjustment organizations usually do for the new worker to adjust to the atmosphere.

A psychological contract is the belief held by an employee regarding the reciprocal obligations. Jason was promised attendance of training and development programs which did not occur. This is a psychological contract breach that failed to fulfill his promises In the psychological contract. This results In negative emotions hat stems from the feeling of mistrust toward the organization which lead to Season’s thoughts on leaving the job. 3 Comment on the use of colonization tactics in Season’s colonization.

What tactics do you think were used and what effect did they have on Jason? Informal Tactics- this tactic does not distinguish a newcomer from more experienced members as seen in the case incident where Jason was not able to attend training and development programs. This tactic relies more on informal and on the Job training where Jason spent most of the first month working on his own. Disjunctive Tactics- this refers to a solicitation of process where role models and experienced organization members do not groom new members or show them the ropes.

Jason worked on his own for most of his first month on the Job so therefore there was no one to teach him or motivate him. 4 Given Season’s current situation, Is there anything the organization can do to prevent him from quitting? Yes the organization can promised. They can assign him to a group where he can finally meet his co-workers and interact with them Introduce incentives to motivate him. What should Jason do? Jason should give employee feedback by notifying management that did not fulfill their promises.

He should ask to be properly trained so that he can benefit from it to improve the organization’s standards. Is there anything the organization should do so other new hires don’t have the same experience as Jason? Colonization. The precise nature of the colonization process is a key to the culture that emerges in an organization because colonization is the means by which the culture’s beliefs, values, and assumptions are learned. Research shows hat organizations with strong cultures expose employees to a careful step-by-step colonization process: Step 1 – Selecting Employees.

New employees are carefully selected to obtain those who will be able to adapt to the existing culture. Step 2 – Debasement and Hazing. Debasement(Dishonor ) and hazing provoke humility in new hires so that they are open to the norms of the organization. Step 3 – Training “in the Trenches. ” Training begins “in the trenches” so that employees begin to master one of the core areas of the organization. Step 4 – Reward and Promotion. The reward ND promotion system is carefully used to reinforce those employees who perform well in areas that support the goals of the organization.

Step 5- Exposure to Core Culture. Again and again, the culture’s core beliefs, values, and assumptions are asserted to provide guidance for member behavior. Step 6 – Organizational Folklore. Members are exposed to folklore about the organization, stories that reinforce the nature of the culture. Step 7 – Role Models. Identifying people as “fast trackers” provides new members with role models whose actions and views are consistent with the culture.

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