A framework for redesigning organizational entry practices
By: Meryl Reis Louis
Contributors: University of Illinois at Urbana-Champaign. College of Commerce and Business Administration
Series: Faculty working papers -- no. 536; Faculty working papers -- no. 536.
Publisher: College of Commerce and Business Administration, University of Illinois at Urbana-Champaign
Published: 1978
Place of publication: [Urbana, Ill.]
Language: eng
Number of pages: 24
Description: "Turnover and disillusionment of individuals during early years on the job have increased steadily in recent years. This trend has been traced to inadequacies in current theories and practices of socializing new members into work organizations. To provide a foundation for redesigning more adequate organizational entry practices, gaps in existing research are identified and a more comprehensive conceptual framework is developed. The framework identifies key features of new members' transition experiences. It proposes a classification of the varieties of 'surprise', including traditional views of unmet expectations, which individuals may face in new organizational settings. The framework further describes the sense-making processes by which individuals cope with such surprises. Ways in which newcomers and insiders in organizations differ in their sense-making needs and resources are highlighted. Implications for organizational entry practices that facilitate newcomers' sense-making processes are drawn."
Notes: "Presented at the November 1978 Los Angeles Meetings of the Operations Research Society of America/The Institute of Management Sciences"

Includes bibliographical references (p. [23]-24).