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An exploratory study of employees' perspectives on the value of onboarding programs.

Record Type:	Electronic resources : Monograph/item
Title/Author:	An exploratory study of employees' perspectives on the value of onboarding programs./
Author:	Staunton, Errin.
Description:	1 online resource (157 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 78-09, Section: A.
Contained By:	Dissertations Abstracts International78-09A.
Subject:	Social exchange theory. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10256425click for full text (PQDT)
ISBN:	9781369570120

An exploratory study of employees' perspectives on the value of onboarding programs.
Staunton, Errin.

An exploratory study of employees' perspectives on the value of onboarding programs. - 1 online resource (157 pages)

Source: Dissertations Abstracts International, Volume: 78-09, Section: A.

Thesis (Ph.D.)--Capella University, 2017.

Includes bibliographical references

The purpose of the present study was to explore the experiences of onboarding programs from the perspective of the participating employees. Using a qualitative approach, the goal was to answer the question "What is the experience of an employee who has been through an organizational onboarding program?" The term "onboarding" pertains to a program that the employee enters upon joining an organization to learn the skills and behaviors necessary for becoming an integrated and productive member of the organization. This program begins at a candidate's introduction to the organization and concludes upon the employee's successful integration into the organization's culture, processes, and members. It is during the onboarding program that the organization exposes the candidate to various processes and procedures, as well as elements of knowledge and skills that will be required to perform in the role for which he/she was hired. As a part of this integration program, the employee takes part in organizational socialization activities such as orientation, training, mentoring, and networking. As the employees that took part in the present study shared their onboarding experiences, two themes emerged-the importance of others with whom they interacted during the onboarding program, and the need for the onboarding program to have a well-defined structure in order to increase integration success. The applicability of three theories examined in this study-social exchange theory, leader-member exchange theory, and team-member exchange theory-to the context of onboarding experiences was confirmed due to the exchange relationships that occurred during the onboarding program. The social exchange theory focused on the reciprocal relationship between the organization and the employee during the onboarding program. The leader-member exchange theory focused on the relationship between the participants and their leaders/managers based on similar or dissimilar behaviors and personalities, as well as mutual respect and trust built between them. Finally, according to the participants, the team-member exchange theory, a focused on the peer relationship between the employee and their teammates that was based on mutual help, feedback, and knowledge sharing. Examples of all of the aforementioned theories being enacted in practice emerged during participant interviews, confirming their relevance to the design and implementation of onboarding programs organizations offer to their new hires as the exchange relationships are crucial.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9781369570120Subjects--Topical Terms:

3690619
Social exchange theory.
Subjects--Index Terms:

Employee onboardingIndex Terms--Genre/Form:

542853
Electronic books.

An exploratory study of employees' perspectives on the value of onboarding programs.
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502 $a Thesis (Ph.D.)--Capella University, 2017.
504 $a Includes bibliographical references
520 $a The purpose of the present study was to explore the experiences of onboarding programs from the perspective of the participating employees. Using a qualitative approach, the goal was to answer the question "What is the experience of an employee who has been through an organizational onboarding program?" The term "onboarding" pertains to a program that the employee enters upon joining an organization to learn the skills and behaviors necessary for becoming an integrated and productive member of the organization. This program begins at a candidate's introduction to the organization and concludes upon the employee's successful integration into the organization's culture, processes, and members. It is during the onboarding program that the organization exposes the candidate to various processes and procedures, as well as elements of knowledge and skills that will be required to perform in the role for which he/she was hired. As a part of this integration program, the employee takes part in organizational socialization activities such as orientation, training, mentoring, and networking. As the employees that took part in the present study shared their onboarding experiences, two themes emerged-the importance of others with whom they interacted during the onboarding program, and the need for the onboarding program to have a well-defined structure in order to increase integration success. The applicability of three theories examined in this study-social exchange theory, leader-member exchange theory, and team-member exchange theory-to the context of onboarding experiences was confirmed due to the exchange relationships that occurred during the onboarding program. The social exchange theory focused on the reciprocal relationship between the organization and the employee during the onboarding program. The leader-member exchange theory focused on the relationship between the participants and their leaders/managers based on similar or dissimilar behaviors and personalities, as well as mutual respect and trust built between them. Finally, according to the participants, the team-member exchange theory, a focused on the peer relationship between the employee and their teammates that was based on mutual help, feedback, and knowledge sharing. Examples of all of the aforementioned theories being enacted in practice emerged during participant interviews, confirming their relevance to the design and implementation of onboarding programs organizations offer to their new hires as the exchange relationships are crucial.
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650 4 $a Assimilation. $3 3684915
650 4 $a Success. $3 518195
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650 4 $a Candidates. $3 3560859
650 4 $a Influence. $3 1973172
650 4 $a Research methodology. $3 3559994
650 4 $a Perceptions. $3 3435328
650 4 $a Peers. $3 3435329
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650 4 $a Qualitative research. $3 536745
650 4 $a Alliances. $3 3379692
653 $a Employee onboarding
653 $a Onboarding
653 $a Organizational onboarding
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