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Onboarding is the process where new employees get to know the organization, their colleagues and what rules and conditions that characterize their new workplace. The goal of onboarding is to get employees to perform, obtain work satisfaction and to feel a commitment and a loyalty to the business.This study aims to get increased understanding of the process by studying experiences from employees at an IT consulting company. The questions that are being answered are about how new employes experience their onboarding process and how managers describes the employees' onboarding process.A qualitative method has been used and empirical data has been collected through semistructured interviews with 12 employees, seven employees and five managers within the selected IT consulting company. The result shows that the onboarding process is formal and structured but that the employees' expresses a need for further improvement. Measures that appear as suggestions for improvement of the studied company’s onboarding process includes development towards mentorship, together with clear formal follow-ups with newly employed. These measures can contribute to an improved experience from start and further work to increase the employees willingness to remain within the organization. / Onboarding är den process där nyanställda medarbetare lär känna organisationen, arbetsgruppen samt vilka regler och villkor som präglar arbetet på deras nya arbetsplats. Målet med onboarding är att få medarbetarna att prestera, känna tillfredsställelse i sitt arbete samt att känna ett engagemang och en lojalitet till verksamheten. Denna studie syftar till att skapa en ökad förståelse för processen genom att studera upplevelser från anställda på ett IT-konsultbolag. De frågeställningar som söks svar på är hur nyanställda medarbetare upplever den onboardingprocess de genomgått, samt på vilket sätt chefer beskriver medarbetarnas onboardingprocess. En kvalitativ metod har använts och empiri har samlats in genom semistrukturerade intervjuer med 12 anställda, varav sju medarbetare och fem chefer inom valt IT-konsultbolag. Resultatet visar på att den studerade verksamheten arbetar formellt och strukturerat med arbetsplatsintroduktion, men att medarbetarnas upplevelser ger uttryck för visst behov av vidare arbete för förbättring. Åtgärder som framkommer som förbättringsförslag av det studerade företagets onboarding innefattar exempelvis ett utökat arbete med nuvarande fadderuppdrag alternativt vidareutveckling av ett mentorskap, tillsammans med tydliga formella uppföljningar med nyanställda medarbetare. Dessa åtgärder kan bidra till en förbättrad upplevelse från start och ett vidare arbete för att få medarbetare att vilja stanna längre inom organisationen.

Using the theory on Representative Bureaucracy, this study considers the minority representative role, which suggests that administrators who are minorities are more inclined to represent minority interests. This study examined whether officers perceive themselves as advocates based on shared demographics and whether they develop attitudes toward reducing youth violence. Considerably more researchers conduct studies in adult prisons than juvenile correctional facilities, which focus on rehabilitation for youth. Therefore, this study further examines youth correctional staff attitudes toward inmates. The way correctional officers' treat minors may impact the amount of violence in juvenile detention facilities. The purposes of the study are to determine whether bureaucratic representation can have an impact on preventing violence, and to understand what factors lead officers in perceiving they have different roles. The two types of bureaucratic representation are passive and active. Passive representation, such as race, ethnicity, and gender, may shape role perceptions because attitudes are constructed by demographic characteristics. Active representation consists of decision-making behavior reflected in measurable policy outputs that are responsive to minority interests. This dissertation seeks to determine whether minority officers perceive themselves in passive or active terms, and how that representation relates to their particular strategies for dealing with youth violence. To determine how officers perceive themselves, this study incorporated mixed methods of both qualitative and quantitative research to examine how officers implement decisions in their positions. This study uses survey research from the Performance Based Standards from the U.S. Department of Justice and interviews with individuals who worked with inmates in California juvenile detention facilities to determine the relationship between minority officers and attitudes toward youth violence. Regression models, including year, were conducted for each hypothesis as a predictor in the model. Multiple regression analysis was used to demonstrate the relationship between independent variables and a single dependent variable. The data have information on facilities as well as staff and inmates within those facilities. Due to the nested nature of the data, multilevel regression models were also conducted when examining outcomes measured at the staff and inmate level.

Kunskaper inom området organisationssocialisation bygger mestadels på studier genomförda i relativt stabila organisationsmiljöer. Med utgångspunkt i att dagens arbetsliv snarare karaktäriseras av förändring och utveckling ser vi dock ett behov av kompletterande studier. Syftet med denna studie har varit att undersöka hur vår studie riktade sig därför till att undersöka hur socialisationen av nyanställda ser ut i nyskapade verksamheter med avsikt att utveckla kunskap om hur nyanställda på en sådan verksamhet utvecklas i sina roller till att bli fullvärdiga medlemmar. Studien genomfördes med hjälp av semistrukturerade intervjuer med medarbetare inom en verksamhet vilken betraktas som nystartad. Med utgångspunkt i ett teoretiskt perspektiv om osäkerhetsreducering framkommer tre centrala fynd. I studien framgår det att de nyanställda funnit väldigt starka band och sociala relationer till varandra, av den anledningen att det saknats annan tidigare anställd personal och samtliga nyanställda såg sig själva kliva in i organisationen som en gemenskap. Organisationskulturens ostadiga karaktär var något som bidrog till ett proaktivt beteende hos noviserna där de i den nya verksamheten, tillsammans med andra nya anställda, i högre grad fick driva sin egen socialisering med stöd och bekräftelse av varandra i hanteringen av osäkerheter som präglat både deras och verksamhetens första tid. / Knowledge in the field of organizational socialization is mostly based on studies conducted in relatively stable organizational environments. Based on the fact that today's working life is rather characterized by change and development, we see a need for supplementary studies. The purpose of this study has been to investigate how socialization of new employees looks like in newly created businesses, with the intention of developing knowledge on how new employees in such businesses are shaped in their role to become a worthy member of the organization. The study was conducted with the help of semi-structured interviews with employees in a business considered to be newly started. Based on a theoretical perspective of uncertainty reduction, three key findings emerged. The study shows that the new employees found very strong associations and social relations with each other. Because of the lack of other previously employed staff, all new employees saw themselves stepping into the organization as a community. The unstable nature of the organizational culture was something that contributed to a proactive behavior of the novices, where in the new business together with other new employees, they were more likely to pursue their own socialization with support and confirmation of each other in dealing with uncertainties that characterized both their and the business' first time.

In an organization such as a university with many institutions and new employees the onboarding process is a key activity for the employee life cycle. This study examines the possibilities and limitations of further digitalization of the process by including new formats for information.  The format in question is 360-videos. These videos can be viewed both on head mounted displays which are used to create a 3D environment but also on computer screens which allows the content to be accessible to those that lack the 3D equipment. Based on semi-structured interviews with HR-employees at the university the study has found there to be many activities that are suitable for the format but also a few limitations concerning planning for and executing the development of new content for the onboarding process. The conclusions drawn from the results in this study and previous studies on the topic shows that implementation of 360-videos would lead to standardized content concerning many of the activities that cannot be done digitally by conference calls or two-dimensional videos. These activities are today done in person and at the responsibility of the new hires closest manager which leads to the activities being time consuming and can vary in terms of content.

Bakgrund: En onboardingprocess är ett av de första stegen en nyanställd genomgår och berör hur denne socialiseras och introduceras in i en organisation. Det är något alla organisationer arbetar med, däremot finns det stor variation i hur organisationerna väljer att implementera den på ett strategiskt plan. Forskning har visat att en effektiv onboardingprocess kan bidra till flertal positiva effekter exempelvis ökad arbetsprestation. Däremot finns det enbart begränsad forskning som behandlar relationen mellan onboarding och individuell arbetsprestation inom den svenska arbetsmarknaden. Syfte: Syftet med uppsatsen är att bidra till en ökad förståelse inom området onboarding. Avsikten är även att deskriptivt undersöka och kartlägga relationen mellan en effektiv onboardingprocess och medarbetares individuella arbetsprestation. Metod: Uppsatsen grundas i en kvantitativ metod i form av en enkätinsamling. Enkäten distribuerades till svenska tjänstemän som arbetat på deras nuvarande arbetsplats i mindre än två år. Insamlade data analyserades därefter utifrån the Four C’s som mäter effektiviteten av en onboardingprocess samt Individual Work Performance Questionnaire som mäter individuell arbetsprestation. Resultaten framställdes med hjälp av korrelationsanalyser samt regressionsanalyser. Slutsats: Undersökningen visade att det finns en stark korrelation och en hög påverkansgrad mellan onboarding och individuell arbetsprestation. En effektivare onboarding bidrar till att medarbetare presterar bättre på arbetet. Ytterligare analyser av de tre dimensionerna inom individuell arbetsprestation – Task Performance, Contextual Performance och Counter-productive Work Behavior – påvisade samtliga höga korrelationer mellan 0,360 och 0,674. Den totala korrelationen mellan onboarding och individuell arbetsprestation uppgick till 0,739. / Background: The onboarding process is one of the first steps a new employee goes through and affects how they are socialized and introduced into the organization. It is something that all organizations work with, there are however great variations as to how the organizations choose to implement them strategically. Research has shown that an effective onboarding process can contribute with beneficial effects such as for example job performance. There is however only a limited amount of research that cover the relation between onboarding and individual work performance in the Swedish work force. Purpose: The purpose of this paper is to contribute to an increased understanding within the subject of onboarding. Further intentions include to descriptively examine and map out the relation between an effective onboarding and employees’ individual work performance. Method: This grad paper uses a quantitative method in the shape of a survey. The survey was distributed to Swedish employees’ white-collar workers who have been employed two years or less. Acquired data was then analyzed from the theoretical standpoints of the Four C's that measures the effectiveness of an onboarding process as well as Individual Work Performance Questionnaire, measuring the individual work performance. The results were produced by using Pearsons r as well as a regression analysis. Conclusion: This study showed a strong correlation and a high affectivity between onboarding and individual work performance. An effective onboarding contributes to employees performing better. Further analysis showed that when individual work performance was divided into its three dimensions – Task Performance, Contextual Performance and Counterproductive Work Behavior – they all showed high correlations between 0,360 and 0,674. The total correlation between onboarding and individual work performance amounted to 0,739.

Denna uppsats baseras på en kvalitativ intervjuundersökning inom tre organisationer. Intervjupersonerna har bestått av tre chefer och fem nyanställda. Våren 2020 spreds Covid-19-viruset och skapade en global pandemi och myndigheterna rekommenderade hemarbete. Organisationers verksamheter har fortgått och i den nya tillvaron har organisationer behövt genomföra introduktionen hemifrån. Utmaningen med hemarbete är hur redan existerande introduktionsprocesser ska anpassas till digital kommunikation. Syftet med studien har varit att dels utveckla en förståelse för nyanställdas upplevelse av tillhörighet samt lärande i ett vidare perspektiv när introduktionen sker vid hemarbete, dels undersöka hur personalansvariga har styrt introduktionen. I resultatet framkommer det att de personalansvariga intervjupersonerna använt både formella och informella introduktionsprocesser. Det fysiska avståndet har försvårat tillhörigheten och lärandet under introduktionen. Mentorskap, mindre arbetsgrupper samt dagliga avstämningsmöten har lyfts som framgångsfaktorer. Därför blir vår slutsats utifrån resultatet att formella introduktionsprocesser är att föredra då den nyanställde har högre möjlighet att uppleva högre socialisation och lärande. Bristen på spontan social interaktion och kameraanvändning har påverkat upplevelsen av isolering. Vår slutsats är att de nyanställdas upplevelse av tillhörighet reduceras under introduktion vid hemarbete. Användning av gruppintroduktioner har främjat de nyanställdas känsla av att bli en del av arbetsgruppen. / This thesis is based on a qualitative interview survey within three organizations. We have interviewed three managers and five newcomers. In the spring of 2020, the Covid-19 virus spread and created a global pandemic, and the authorities recommended teleworking. Organizations' operations have continued and in the new circumstances, organizations have implemented the introduction from home. The challenge with telework is how to adapt already existing introductory processes to digital communication. The purpose of the study has been to develop an understanding of newcomer's experience of belonging and learning in a broad perspective during introduction when teleworking, and to survey how managers have controlled the introduction. The results show that managers used both formal and informal introduction processes. The physical distance has made it difficult to belong and learn during the introduction. Mentorship, small working groups, and daily stand-up meetings are highlighted as success factors. Therefore, our conclusion based on the result is that formal introduction processes are preferable as the newcomers’ experiences higher socialization and learning. The lack of spontaneous social interaction and camera use has affected the experience of isolation. Our conclusion is that the newcomers’ sense of belonging is reduced during introduction when teleworking. The use of group introductions has facilitated the newcomer’s sense of belonging to the working group.

Français : Partant de la question du renouvellement de la main-d’œuvre québécoise, ce mémoire s’intéresse aux salariés professionnels des organisations syndicales québécoises. Ces dernières se sont dotées d’un important salariat professionnel dont le renouvellement en cours ou à prévoir suppose des défis importants, notamment à propos de la transmission de la culture organisationnelle. Ainsi, ce mémoire portera sur la socialisation des salariés professionnels des organisations syndicales québécoises à partir de quatre études de cas (FTQ, Syndicat des Métallos, CSN et FIQ). Il sera notamment question des pratiques de gestion de personnel de ces organisations liées au transfert de la culture, soit les pratiques de socialisation et de recrutement, de la formalisation de ces pratiques et de leur contrôle. Les résultats permettent de mettre en évidence les rapports entre la structure administrative des organisations syndicales et le modèle de socialisation des salariés professionnels nouvellement embauchés y ayant cours. De plus, bien que la tendance va en s’amplifiant, les pratiques de socialisation, à l’instar des autres pratiques de gestion de personnel en milieu syndical, demeurent peu formalisées. Enfin, les résultats permettent également de constater que le contrôle des dirigeants syndicaux sur la transmission de la culture aux professionnels est relativement faible comparativement à celui des pairs. / English : In the larger question of staff renewal in Québec, it is interesting to tackle more specifically union staff renewal. The union organizations are in the process or will soon be largely hiring new appointed staff, which will be a challenge in terms of organizational culture transmission. This memoir will research into the socialization of the appointed staff of Québec’s unions based on four case studies: the FTQ, Syndicat des Métallos, CSN and FIQ. The question of culture transfers in the personnel management practices of these organizations will be tackled by studying hiring and socialization practices, and the formalization and control of these practices. The results of our studies bring forth a link between administrative structure in the studied unions and the way the newly hired appointed staff are socialized. Even if there is a slight increase in the socialization practices’ formalization, on the whole, like in other practices of personnel management in union organizations, the formalization is minor. Moreover, our studies also show that the union leaders’ hold on culture transmission is minimal compared to the peers’.

Les restructurations et les mutations de plus en plus nombreuses dans les entreprises font évoluer la trajectoire de carrière des employés vers un cheminement moins linéaire et amènent une multiplication des changements de rôle (Delobbe & Vandenberghe, 2000). Les organisations doivent de plus en plus se soucier de l’intégration de ces nouveaux employés afin de leur transmettre les éléments fondamentaux du fonctionnement et de la culture qu’elles privilégient. Par contre, la plupart des recherches sur la socialisation organisationnelle portent sur les « meilleures pratiques », et les résultats qui en découlent sont mixtes. Cette étude comparative cherche à déterminer si et sur quelles variables les nouveaux employés socialisés par leur entreprise diffèrent des nouveaux employés « non socialisés ». Premièrement, cette étude vise à comparer ces deux groupes sur 1) les résultantes proximales (la maîtrise du contenu de la socialisation organisationnelle et la clarté de rôle) et 2) les résultantes distales (l’engagement organisationnel affectif, la satisfaction au travail et l’intention de quitter) du processus de socialisation organisationnelle, ainsi que sur 3) les caractéristiques des réseaux sociaux d’information, en contrôlant pour la proactivité. Dans un second temps, cette étude a pour objectif d’explorer si le processus de socialisation organisationnelle (les relations entre les variables) diffère entre les nouveaux employés socialisés ou non. Cinquante-trois nouveaux employés (moins d’un an d’ancienneté) d’une grande entreprise québécoise ont participé à cette étude. L’entreprise a un programme de socialisation en place, mais son exécution est laissée à la discrétion de chaque département, créant deux catégories de nouveaux employés : ceux qui ont été socialisés par leur département, et ceux qui n’ont pas été socialisés (« non socialisés »). Les participants ont été sondés sur les stratégies proactives, les résultantes proximales et distales et les caractéristiques des réseaux sociaux d’information. Pour le premier objectif, les résultats indiquent que les nouveaux employés socialisés maîtrisent mieux le contenu de la socialisation organisationnelle que les nouveaux employés non socialisés. En ce qui a trait au deuxième objectif, des différences dans le processus de socialisation organisationnelle ont été trouvées. Pour les nouveaux employés « non socialisés », la recherche proactive d’informations et la recherche de rétroaction sont liées à certaines caractéristiques des réseaux sociaux, alors que le cadrage positif est lié à la satisfaction au travail et à l’intention de quitter, et que la clarté de rôle est liée uniquement à la satisfaction au travail. Les nouveaux employés socialisés, quant à eux, démontrent des liens entre la maîtrise du contenu de la socialisation organisationnelle et chacune des résultantes distales (l’engagement organisationnel affectif, la satisfaction au travail et l’intention de quitter). Globalement, l’intégration des nouveaux employés non socialisés serait plutôt influencée par leurs stratégies proactives, tandis que celle des nouveaux employés non socialisés serait facilitée par leur maîtrise du contenu de la socialisation organisationnelle. De façon générale, cette étude comparative offre un aperçu intéressant des nouveaux employés rarement trouvé dans les recherches portant sur les « meilleures pratiques » de la socialisation organisationnelle. Des recommandations pour la recherche et la pratique en suivent. / Careers today are becoming increasingly multi-organizational (Howard, 1996), as workers are becoming more mobile and less loyal to a single organization (Fang, Duffy, & Shaw, 2011). Retention is a growing problem, and organizations are more and more preoccupied with the successful socialization and integration of their newcomers. However, best practice research on the subject of newcomer socialization has come up with mixed results over the course of the last 25 years of research. This comparative study sought to explore the differences between socialized newcomers and unsocialized newcomers in terms of organizational socialization process variables. Specifically, in its first objective, this study aimed at comparing these newcomer groups in terms of (1) proximal outcomes (learning of socialization content and role clarity) and (2) distal outcomes (affective organizational commitment, job satisfaction, and intention to quit) of the organizational socialization process, as well as in terms of (3) information network characteristics (network size, status, range, strength, and density), controlling for newcomer proactive strategies. In its second objective, this study sought to explore how the organizational socialization process (relationships between variables) differed between newcomer groups. The participants were new employees in a large multi-media company (n = 53), all with a tenure of less than one year in the organization. This organization had a sanctioned socialization practice in place, but allowed department managers to socialize their newcomers at their discretion. This resulted in two newcomer groups: those who were socialized by their respective departments (“socialized” newcomer group) and those who were not (“unsocialized” newcomer group). Participants completed a questionnaire measuring proactive behaviors, mastery of socialization content, role clarity, affective organizational commitment, job satisfaction, intention to quit, and information network characteristics. The results indicated that, with regards to the first objective, socialized and unsocialized newcomers differ in terms of their mastery of socialization content, namely, learning of job/task, group, and organization knowledge was significantly greater for socialized newcomers than for unsocialized newcomers. No differences in distal socialization outcomes or network characteristics were observed. As for the second objective, the organizational socialization process was different depending on the newcomer group. Unsocialized newcomers showed a significant positive relationship between proactive information seeking and network size, as well as between feedback seeking and network status. Proactive positive framing was positively related to job satisfaction and negatively related to intention to quit, and role clarity was related to job satisfaction in unsocialized newcomers. These relationships were not found in socialized newcomers. Instead, socialized newcomers showed significant relationships between learning of socialization content and each of the distal socialization outcomes (affective organizational commitment, job satisfaction, and intention to quit). Overall, unsocialized newcomers’ adjustment seems related to their proactive strategies, while socialized newcomers’ adjustment is facilitated by a greater mastery of socialization content. This study’s unique sample offers interesting insights into the different experiences of newcomers not normally found in popular best practice research. Recommendations for research and practice are discussed accordingly.

Français : Partant de la question du renouvellement de la main-d’œuvre québécoise, ce mémoire s’intéresse aux salariés professionnels des organisations syndicales québécoises. Ces dernières se sont dotées d’un important salariat professionnel dont le renouvellement en cours ou à prévoir suppose des défis importants, notamment à propos de la transmission de la culture organisationnelle. Ainsi, ce mémoire portera sur la socialisation des salariés professionnels des organisations syndicales québécoises à partir de quatre études de cas (FTQ, Syndicat des Métallos, CSN et FIQ). Il sera notamment question des pratiques de gestion de personnel de ces organisations liées au transfert de la culture, soit les pratiques de socialisation et de recrutement, de la formalisation de ces pratiques et de leur contrôle. Les résultats permettent de mettre en évidence les rapports entre la structure administrative des organisations syndicales et le modèle de socialisation des salariés professionnels nouvellement embauchés y ayant cours. De plus, bien que la tendance va en s’amplifiant, les pratiques de socialisation, à l’instar des autres pratiques de gestion de personnel en milieu syndical, demeurent peu formalisées. Enfin, les résultats permettent également de constater que le contrôle des dirigeants syndicaux sur la transmission de la culture aux professionnels est relativement faible comparativement à celui des pairs. / English : In the larger question of staff renewal in Québec, it is interesting to tackle more specifically union staff renewal. The union organizations are in the process or will soon be largely hiring new appointed staff, which will be a challenge in terms of organizational culture transmission. This memoir will research into the socialization of the appointed staff of Québec’s unions based on four case studies: the FTQ, Syndicat des Métallos, CSN and FIQ. The question of culture transfers in the personnel management practices of these organizations will be tackled by studying hiring and socialization practices, and the formalization and control of these practices. The results of our studies bring forth a link between administrative structure in the studied unions and the way the newly hired appointed staff are socialized. Even if there is a slight increase in the socialization practices’ formalization, on the whole, like in other practices of personnel management in union organizations, the formalization is minor. Moreover, our studies also show that the union leaders’ hold on culture transmission is minimal compared to the peers’.