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An analysis of employee orientation programs used by San Francisco Bay Area industrial organizations for new college graduates

机译:旧金山湾区工业组织用于新毕业生的员工入职培训计划分析

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摘要

The time and expense invested in attracting college graduates to a firm amounts to $8,000 per hire. The objective of protecting this investment can be logically linked with the effectiveness of a firm's new college graduate orientation program. This study examined the process by which new college graduates were brought into industrial firms. A survey of San Francisco Bay Area Human Resources Managers, which elicited 255 responses, indicated that the majority (89%) had orientation programs aimed at introducing new employees to their firms. Far fewer (16%) reported having special programs for new college graduates. Typical programs ran for six months to a year and consisted of executives and managers presenting the material given in the new employee orientation in greater depth with an emphasis on career development and performance expectations.;New employee orientation was reported to follow a process identified by the respondents as organizational socialization while the program for new college graduates was described in terms of an acculturation model of organizational entry. In spite of the effort put forth in the orientation programs, relatively few firms (22%) reported having an evaluation program beyond obtaining the participants' immediate reactions to them.;The prevailing organizational climate relating to orientation was also investigated under the headings of: supervision, communication, risk taking, innovation and change, human relations, and interpersonal relationships. The climate that emerged from the survey indicated that new college graduate orientation programs promoted the concepts of achievement in communication and innovation and change, influence in supervision and human relations, dependency in risk taking, and extension of concern for others in interpersonal relationships. A benchmark for new college graduate orientation was formulated as part of the conclusions of this study.
机译:吸引大学毕业生到公司的时间和费用为每位员工8,000美元。从逻辑上讲,保护这项投资的目标可以与公司新的大学毕业生入职培训计划的有效性联系起来。这项研究检查了将新的大学毕业生带入工业公司的过程。对旧金山湾区人力资源经理进行的一项调查得出255条答复,其中大多数(89%)都有旨在向公司引入新员工的入职培训计划。报告称有针对新大学毕业生的特殊计划的人数很少(16%)。典型的计划为期六个月到一年,由高管和经理组成,对新员工入职培训中的材料进行了更深入的介绍,重点是职业发展和绩效期望。受访者将其视为组织社会化,而新的大学毕业生计划则是根据组织进入的适应模型来描述的。尽管入职培训计划做出了努力,但相对较少的公司(22%)表示,除了获得参与者对他们的即时反应外,还制定了评估计划;;在以下标题下还调查了与入职培训有关的普遍组织氛围:监督,沟通,冒险,创新与变革,人际关系和人际关系。调查产生的气氛表明,新的大学毕业生入学培训计划促进了交流,创新和变革成就,监督和人际关系的影响,冒险承担的依赖性以及在人际关系中对他人的关注的扩展。作为本研究结论的一部分,制定了新的大学毕业生入学指南。

著录项

  • 作者

    Kohnen, James Bernard.;

  • 作者单位

    University of San Francisco.;

  • 授予单位 University of San Francisco.;
  • 学科 Business education.;Management.;Industrial arts education.
  • 学位 Ed.D.
  • 年度 1991
  • 页码 146 p.
  • 总页数 146
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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