Running head: Exploring Organizational Assimilation

Exploring Organizational Assimilation Juliana Quintero William Paterson University

Running head: Exploring Organizational Assimilation Exploring Organizational Assimilation

Organizational assimilation theory was founded by Fred Jablin. He defined it as a way to explain how individuals become integrated into the culture of an organization (Dainton & Zelley, 2010). Jablin introduced four stages individuals journey through before becoming fully integrated or assimilated in the organization. The following study Exploring the Dimensions of Organizational Assimilation:Creating and Validating a Measure, relates to Jablins four stages in which Karen Myers examines the dimensions of organizational assimilation as the individual transcends. The case provides a process to categorize and develops a way to measure an individuals level of assimilation in a company (Karen Kroman Myers, 2003). Previous studies were not specific enough although they did lay the ground work for this study to build upon. Myers (2003) divided the study into two parts. The first phase answered the research question and was able to define What are the dimensions of organizational assimilation? Individuals voluntarily shared their experiences from the beginning, including what changed in themselves, who was an influence, what their feelings were, opinions on how they see others associate themselves within the culture, and if they used an particular strategies as a guide. The participants ranged in age, job industries, level of education, and were a combination of both male and female (Karen Kroman Myers, 2003). As stated before, this was voluntary and participants were asked to use another name in order to maintain anonymous.The information that was collected and read through was then placed into reoccurring themes found throughout the responses. The six themes were the following; familiarity with others, acculturation, recognition, involvement, job competency, adaptation and role negotiation (Karen Kroman Myers, 2003). The first theme was the notion of interacting with

Running head: Exploring Organizational Assimilation others and getting to know them as Jablin had described in his findings of creating relationships. Following this, acculturation, is when an individual has assed their values and beliefs with those of the organization and have adapted into the norms of their work environment. This is important in regards to job satisfaction. Similar to acculturation and its

impact to job satisfaction, recognition can highly determine the commitment an individual has to their role (Karen Kroman Myers, 2003). Involvement is perceived in different forms, such as volunteering in activities within the organization or implementing various efficient ways to complete work. It was found that early involvement helped in an easier transition to the culture and increase productivity within their role. Job competency was correlated to the individuals beliefs in the sense of performing up to standards. Lastly role negotiation was a form to compromise with the organization on what was to be expected (Karen Kroman Myers, 2003). This was the framework for the questionnaire in phase two. The questionnaire, Organizational Assimilation Index, is divided into the six categories with statements that were taken from Phase One. In Phase Two a new group of participants were chosen, with the same requirements as before, varying in age, sex, education, and job industry. They classified each statement using a five-point scale the Liker format (1 = strongly agree, 5 = strongly disagree) (Karen Kroman Myers, 2003). Phase Two was administered over a six month time period. Participants completed the questionnaire again after six months in order to validate the reliability of the measurement tool (Karen Kroman Myers, 2003). The dimensions in Phase One allowed four hypotheses to arise; a positive correlation with job satisfaction, a positive correlation with organizational identification, a negative correlation with propensity to leave, and lastly the dimensions accounting for variances in job satisfaction, organizational identification,

Running head: Exploring Organizational Assimilation and propensity to leave then tenure (Karen Kroman Myers, 2003). The results of Phase Two were enough evidence to prove that all four hypotheses were supported effectively. It is ideal to apply the Organizational Assimilation Index to validate an organizations training program. It can provide feedback on the success of the facilitation of training and surface any opportunities within it. According to the participants the structure of training is interchangeable, yet the objective of assimilation remains constant. The survey provided is consistent yet aware of the possibilities of the different structures. The Organizational Assimilation Index is a form of feedback and can be utilized productively and result in implementing necessary changes. It can also be a measurement tool with tenured employees to guide them towards developing a leadership role. It will allow them to reevaluate their own and the companys values and beliefs to discover opportunities within their role. An organization

should allow employees to often evaluate their own value and belief structure as the organization evolves in order to validate the relationship and purpose of the individual to the organization. The next article, The mud, The Blood, and The Beer Guys: Organizational Osmosis in Blue Collar Work Groups dives into the encounter phase or the reality shock that a person will experience as they are acclimating to the chosen work environment (Gibson & Papa 2000.) Part of the findings in this research was the way the work groups influenced the organizational culture. There was a set of norms and expectations from within the work groups that was exemplified as characteristics of the individual prior to working in the factory. This notion sparked the research in further studying the reason the individuals sought out and worked exceptionally hard in this particular work environment, a Blue Collar factory, at Industry International (Gibson & Papa 2000.)

Running head: Exploring Organizational Assimilation The approach to this case study was through interviews and observations in both an individual and group context. The research defines work groups as employees who currently work together in the factory in some capacity and/or extend their networking with each other

outside the organization through socialization and living proximity (Gibson & Papa 2000.) The work groups in the factory are the essence of the culture in this organization. They are the ones that establish and carry on the norms and values and instill them in every new employee. The next approach was to study the communication among the work groups and the new employees, before they entered the company and afterwards during the integration phase. Participants described Industry International as a place that will make or break you (Gibson & Papa 2000) emphasizing the strenuous labor that is expected, being self-motived to push oneself and stay in line with the factorys goals in terms of production quality. These were characteristics that were looked for in prior to entering the company. Most participants were able to describe their opinions and emotions toward Industry International before they started which was different then any other work environments. Originally this masculine ideology was formed from the internal work groups, the first men who made the company and then communicated what they did and how they did it to their friends and family (Gibson & Papa 2000.) The next part of the research focuses on the anticipatory socialization (Gibson & Papa 2000) or as stated before the communication of the internal employees to outsiders set the standard and the expectations that their own kin would come work for the company. The employees idealized this demanding environment and viewed it as rewarding and a prestige to be working for Industry International, a company to be proud to work for. Children growing up saw their brothers, fathers, and uncles working there and anticipated to one day be along side them as

Running head: Exploring Organizational Assimilation well. There is also signs of a vocational anticipatory socialization which is the physical

expectations of each employee to function in the factory. The encounter phase is not greatly seen as a problem because of how the culture of the company is embedded in the local town, this particular society revolves around Industry International (Gibson & Papa 2000.) There are times when outsiders are hired and the integration is experienced different in the sense that the outsider now experiences a concertive control, where the work groups pressure them to perform up to par. Gibson and Papa concluded the outsiders metamorphosis into the work groups becomes much more difficult in this particular situation. Those employed by Industry International experience a personal and unique type of assimilation. It is found to be intriguing in the sense that their identification process takes a different approach, more personal yet aggressive approach starting from outside the company (Gibson & Papa 2000.) The third case study, Foci and Correlates of Organizational Identification centralizes on differentiating the affects of further establishing a work-group identification within the organization. Knippenberg and Schie explored the change in attitude and behaviors of the individual when identified themselves with a group of people and were able to work together to reach a common goal impacting the organization as a whole. The basis of identifying oneself with a work group is based on the categorization of the self as similar to others within the category (Knippenberg & Schie 2000) which then suggests a stronger prediction of positive attitudes and behaviors will emerge in an efficient manner if work groups are established within. This leads to the second hypothesis, Knippenberg and Schie believe that a work-group identification is strongly related to turnover intentions, job motivations, job involvement, and job satisfaction then identification with the organization as a whole.

Running head: Exploring Organizational Assimilation The approach was done in a two part fold- both questionaries. The results obtained emphasized the importance of everyday roles within the organization then the whole success of the organization (Knippenberg & Schie 2000.) Employees regardless of their role if they were

fully involved and completed tasks on a daily basis impacted the whole and ensured the success. In turn, the behaviors and attitudes as stated before are observed with more detail, in the sense that the job becomes a part of the self (Knippenberg & Schie 2000.) This is important because it validates the efforts in a team building process and the benefits it will have on an organization. As stated earlier the individual needs to have the opportunity to validate their relationship and purpose to the organization. Assimilation is imperative to an organization; It cultivates a sense of community amongst the employees, thus exhibiting positive results in productivity and turnover rate. Change is consistent in an organization: It is part of evolution to adapt to meet current needs and by having an established foundation of culture that the individual can connect with will ensure the longevity and success within the organization. Our on-boarding process had a couple of opportunities. It was evident that the transition from the training was in an awkward stage. The structure for the recruitment, the hiring process, and then the on-boarding was impeccable afterwards once they are knowledgeable and aware of the culture of the company the structure disappeared. They were now responsible for performing the tasks they were hired to do. The issue we found was the sense of connection to the company started to wear away after some time. The lack of motivation was more apparent and behaviors were affected. Another opportunity was that the Leadership Team needed to have met with every employee about three times in a quarter to discuss where they stand and where the individual would like to advance to. These developmental conversations were mandatory yet they were

Running head: Exploring Organizational Assimilation impossible to schedule and manage because there was no order to which manager was meeting with each individual. There was evidence of a lack of communication.

I purposed a solution and wanted to test it out for a quarter. First it was to break down the Leadership Team, from our Store Leader, Senior Leader, Human Resource Leader then the remaining managers. There is additional support (see Appendix, pg 11) ASLP, Experts, In-Store Guest Trainer, and Leadership Experience that were an important part of the structure. Next was to break down the store into their roles, where there sales representatives, technicians, and inventory. The purpose is to be able to identify individuals and place them accordingly. All the Leaders with the exception of the Store Leader was given a team (See Appendix, pg 11) they are seen as the Coach the ones to lead them towards their development and be able to make final decisions. One thing to note, these teams are referred to as Houses. Next a Mentor was assigned to each house, they would represent the idea of a Captain they would be the go-to person with anything training related and would have consistent informal check-ins to make sure their respective houses were on task. Each Leader has an Area of Responsibility so the majority of employees were assigned to each house depending on their rapport and type of roles they held with the Leaders and Mentors. There is one particular House where all the new hires are placed and then circulated into different houses. The support leaders are crucial to the success of the houses. The Experts are responsible for employees who have been working for six months or longer. The person in the Leadership Experience partners with the In-Store Guest Trainer to ensure the success of the on-boarding process. Last, the In-Store Guest Trainer is responsible for distributing information, tasks, and holds the Mentors accountable; partnership with the Human Resource Leader is a must.

Running head: Exploring Organizational Assimilation We have had great success with this structure. The first quarter was a trial and we took away from it. We adjusted certain things and rearranged the houses as change came along. A year later this structure is seen as part of the culture and a norm. It has benefited all the employees because they all feel they belong to something important. A team that they can identify themselves with and see on a daily basis and build camaraderie. It has been an efficient process to schedule and manage the Leaders developmental conversations with their respective houses.

This structure has greatly impacted the metamorphosis stage for any new hires coming in. It is important not to leave the last step of the Organizational Assimilation process. The metamorphosis will allow for a continuum of effective employees and build a strong team within an organization.

Running head: Exploring Organizational Assimilation

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References Dainton, M., & Zelley, E. D. (2010). Applying communication theory for professional life, a practical introduction. (2 ed.). Thousand Oaks, CA: Sage Publications, Inc. Karen Kroman Myers. (2003). Exploring the Dimensions of Organizational assimilation: Creating and Validating a Measure. (Doctoral dissertation), Available from ProQuest Central. Knippenberg, D. V., & Schie, E. C. M. (2000). Foci and correlates of organizational identification. Journal of Occupational and Organizational Psychology, (73), 137-147. Melissa K. Gibson & Michael J. Papa (2000): The mud, the blood, and the beer guys: Organizational osmosis in blue collar work groups, Journal of Applied Communication Research, 28:1, 68-88

Running head: Exploring Organizational Assimilation Appendix

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