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Running Head: ORGANIZATIONAL SOCIALIZATION 1

Organizational Socialization: A Two Way Street

Joanna D. Dillman

Queens University of Charlotte

ORGANIZATIONAL SOCIALIZATION: A TWO WAY STREET 2

Organizational Socialization: A Two Way Street

Starting a new job can be a stressful endeavor. The 2015 film, The Intern, written,

directed, and co-produced by Nancy Meyers, follows the life of a widowed, retiree who has

decided he’s not yet ready to be done with work life and joins an online fashion company as their

new, senior intern. For my course project, I conducted a textual analysis of the film to explore

how communication in the workplace during the socialization process influences an employee’s

work experience. Although it is intended to be a comedy, the film suggests the individual

interactions and relationships, formed through the workplace socialization process, is mutually

beneficial to both the employee and the organization.

The onboarding process is a way to gradually acclimate new hires to the role, the

organization, the expectations and the overall work culture. A 2006 onboarding benchmark

report, provided by the Aberdeen Group, indicates “organizations perceive effective onboarding

as improving retention rates (52 percent), time to productivity (60 percent) and overall customer

satisfaction (53 percent)” (Bauer, 2010, p. 6). Organizations have developed programs for

organizational socialization, to be included in the onboarding process, to provide new hires self-

efficacy, role clarity, social integration, and knowledge of the culture. It is believed the faster a

new hire feels welcome and prepared for their jobs, the faster they will be able to be a successful

contributor to the organization’s mission.

Organizational socialization is imperative to an organization as failure to properly

integrate new hires can be costly; not only financially, but through talent retention as well.

According to UrbanBound, “in the UK and US alone, an estimated thirty-seven billion dollars is

spent annually to keep unproductive employees who do not understand their jobs” (Solar, 2015).

Losing an employee because they are a poor fit or a poor performer may cause an employer to


rejoice, but losing talent because they are “confused, feel alienated or lack confidence” indicates

inadequate socialization (Bauer, 2010, p. 6). When socialization is done correctly, it leads to

“higher job satisfaction, organizational commitment, lower turnover, higher performance levels,

and career effectiveness” (Bauer, 2010, p. 6).

Literature Review

Socialization is a sense-making process where employees learn and adapt to new roles,

absorb behaviors and perspectives that are customary and desirable, and workplace culture. In

review of socialization literature, the definition of organizational socialization varies slightly

(Klein & Weaver, 2000; VanMaanen & Schein, 1979; Taormina, 1997; Lockwood & Tai, 2011).

However, there is little debate that socialization is important to the organization. Researchers

contend that socialization affects employee satisfaction, attitudes, performance, organization

commitment, and turnover (Bauer, Morrison, & Callister, 1998; Gerstner & Day, 1997). But,

how does the socialization process foster individual interactions and work relationships to create

an environment in which both the new employee and the organization benefit?

Socialization is a continuous process that can sometimes last for a whole year (Bauer,

2010). Eisenberg, Goodall, and Trethewey (2014) describe socialization as a two stage learning

process to include the anticipatory socialization stage and the organizational assimilation stage.

Theoretical work tends to explore three perspectives that occur in these stages: the experience of

the new hire, the effort of the organization, and the collaborative perspective that occurs when

the individual enters the organization in which mutual influence occurs from the individual and

the organization (Tuttle, 2003). The theoretical models describe the distinct tasks required which

include the organization providing communication to help the individual learn what to do, how


to do it, and understand why the work is performed that particular way (Van Maanen & Schein,

1979).

During the organizational anticipatory socialization stage, the individual goes through the

process of attempting to join an organization (Wrench, Punyanunt-Carter, & Ward, 2016).

Michael Kramer’s 2010 work divides the organizational anticipatory stage into two practices (1)

recruiting and reconnaissance and (2) selection. During the recruiting and reconnaissance stage,

the individual is scouting job advertisements to ascertain whether the position is a good fit for the

individual’s educational background, skill set, and cultural preferences. During the selection

stage, both the organization and the individual are engaged to ascertain “person-organization fit”

(Wrench, et. al, 2016, p. 2).

The second stage of the socialization learning process is the organizational assimilation

stage. Frederic Jablin’s 1982 article presents the organizational assimilation theory which

attempts to explain how the new hire is assimilated into the organization using communication.

Jablin’s 2001 work provides a three-step framework to understand organizational assimilation:

pre-entry, entry, and metamorphosis.

Pre-entry occurs when the individual has been formally asked to join the organization,

but prior to the start of work. It is during this time, the employee will learn information like

work schedule, benefits, and previews of job expectations. On the organization’s perspective,

current organization personnel will begin to discuss the new hire in order to reduce some of the

uncertainty surrounding the individual. Unfortunately, misconceptions are great during the pre-

entry stage.

During the entry stage, the new hire is finally able to join the organization and begin the

process of being assimilated. It is during this time the organization will utilize tactics to


communicate with the intent to educate the new hire about the work expectations, the

organization rules and norms, and workplace culture. These tactics include formalized

orientation and training, assigned mentors, social events, supervisor support, feedback, etc. (Saks

& Gruman, 2012). The new hire will utilize information-seeking tactics to gain clarification of

their role and the organization. Examples of these tactics include observation, surveillance, overt

and indirect questions, third parties, etc. (Eisenberg, et. al, 2014, p. 145).

The final stage of organizational assimilation is the metamorphosis stage (Jablin, 1987).

It is during this stage the employee is no longer considered the new hire, but has successfully

become an established member of the organization. There is no concrete timeline when this

transformation will occur. One sign to demonstrate the employee has been assimilated, is

success of one’s first big project. It is important to note that not everyone will successfully

become a member of the organization. If it is determined by the individual or the organization

that the fit is incompatible, either party may opt out of the relationship (Eisenberg, et. al, 2014, p.

144).

Research indicates socialization is a complex process comprised of multiple

communicators and interactions. The burden of responsibility for a successful socialization does

not primarily belong to the new hire; it is just as important for the organization to know the

workplace factors and interactions within which the individual socializes and recognize those

interactions have a tremendous effect on the individual’s learning (Bauer, et. al, 1998). Russel

Korte (2007) indicates “about 67 percent of what employees learn comes from their co-workers,

while only 15 percent came from interactions with managers” (Khare, 2016, p. 2). Studies have

indicated that increasing the level of quality interaction was found to increase the success of

socialization (Korte, 2007).


Theoretical Framework

I utilized Jablin’s organizational assimilation theory in my evaluation of the socialization

process depicted in the film. The theory indicates that the newcomer may effect an organization

as much as the organization effects the individual (Jablin, 1987). New employees bring with

them the potential for change. As the new employee learns more about the organization, they

seek relevant information and “question old assumptions about how the work is to be performed,

be ignorant of some rather sacred interpersonal conventions that define authority relationships

within the workplace, or fail to properly appreciate the work ideology or organizational mandate

shared by the more experienced members present on the scene” (Maanen & Schein, 1979, pgs. 2-

3).

My analysis shows organizational socialization is a continuous, complex, sense-making

process which has much multiple learning stages intended to provide newcomers education on

their new role and desired behaviors, perspectives, and norms. Communication participation is

required by both the individual and the organization to ensure successful socialization.

Therefore, it appears individual interactions and workplace relationships are essential and

fostered throughout all stages of the socialization process.

Methodology

This analysis employed a narrative rhetorical criticism evaluation of the 2015 film, The

Intern, written, directed, and co-produced by Nancy Myers. Rhetorical criticism is widely used

when analyzing texts and artifacts for their persuasive characteristics. It is intended to allow a

deeper understanding of the artifact and “to use that understanding to help others appreciate it”

(Foss, 2004, p. 6). In addition, “narrative is a way of ordering and presenting a view of the world


through a description of a situation” (Foss, 2004, p. 229). According to Fisher, narratives are

fundamental to communication and provide structure for human experience and influence people

to share common explanations and understandings (Fisher, 1987, p. 58). Utilizing the narrative

criticism approach allowed close examination of the narrative and the component parts—the

plot, characters, and settings—to better understand the people, culture and groups. By further

applying the organizational assimilation theory, it helped make sense of our world by breaking

down the stages to becoming a full member of an organization. In this analysis, I focused

specifically on the socialization process elements demonstrated in the film to show how the

character interactions and workplace relationships were mutually beneficial to both the new

employee and the organization.

Findings

The Intern followed the interactions of Ben Whittaker, a 70-year old retiree, as he re-

entered the workforce by applying and receiving a senior intern position at an online fashion

company. The company that piqued Ben’s interest was About the Fit, a fast-growing online

clothing company based in Brooklyn, run by an ambitious, thirty-something Jules Ostin. The

film provided coverage of the entire socialization process, including the anticipatory and

organizational socialization phases.

Anticipatory Phase

As the film began, the opening scenes depicted the start of the anticipatory stage of

organizational socialization. In the midst of the recruiting and reconnaissance stage of

attempting to join an organization, Ben introduced himself to his potential employer through a

digital resume submission. Admittedly, this former phonebook manufacturer has a bit of

difficulty with technology. However, viewers learned of his willingness to learn new things as


Ben detailed the variety of activities, such as yoga, cooking, and Mandarin, he learned

throughout his retirement. Through his response, Ben depicted several reasons the employment

arrangement would be mutually beneficial to all parties. For his part, Ben wanted very much to

“belong” and “connect” in the business world once more as he has grown tired of retirement

(Meyers, 2015). In addition, he pointed out he has “been a company man” all of his life and is

willing to share his vast knowledge (Meyers, 2015).

The company’s recruitment flyer emblazoned with, “We need your experience and we’ll

teach you what we know! Apply today!” began the anticipatory stage (Meyers, 2015). It was

designed to attract seniors for a newly implemented outreach program and provided the

challenge of submitting a digital resume. The challenge allowed the organization to test

applicant’s willingness to learn new concepts, ability to follow directions, and technical skills.

In addition, a digital resume would allow some depiction of the applicant’s personality which

would provide the organization the ability to ensure the “right fit” in the company.

As the film begun to depict the selection process of the anticipatory stage, we followed

Ben as he entered About the Fit headquarters. The modern facility with pop music playing in the

lobby and very young employees appeared to be unlike anything Ben was used to in his past

experience. However, it provided a clear picture of the work environment that Ben was

attempting to enter. The series of interviews allowed Ben and the organization to interact in

different environments in attempt to ascertain if the working relationship would be mutually

beneficial. Although the first interviewer provided Ben with the warning that the company’s

“intern questions might not exactly fit” Ben’s profile, some of them were extremely

inconsiderate (Meyers, 2015). For example, asking a 70-year old “Where do you see yourself in

10 years?” probably needed a bit more thought (Meyers, 2015). These questions provided


insight to the maturity level of the workforce Ben would be joining. In the end, by Ben being

offered the position and his subsequent acceptance, it was evident both Ben and the organization

agreed a working relationship would be mutually beneficial.

Organizational Socialization Phase

The film only briefly depicted the pre-entry stage of the organizational phase. In one

scene, Jules, the company founder, is reminded of the decision to develop and implement the

senior intern program. She is also informed Ben would be her intern so that she can set the

example for others. In order to reduce some of the uncertainty surrounding Ben, Jules’ coworker

informs her that everyone loves Ben and that “he seems amazing” (Meyers, 2015). As Jules

believes “this is not going to work,” she asked and was advised that the minimum time for her to

“put up” with the intern was six weeks (Meyers, 2015). Thus, setting the tone for her acceptance

of Ben. From Ben’s perspective, he appeared excited for his first day of work. This was apparent

by him setting an alarm clock and then another as a back-up alarm. In addition, he double-

checked to ensure his attire is all set for the next day. The film provided little evidence of the

pre-entry stage being mutually beneficial to the new employee and the organization. Instead, the

uncertainty level of both parties was palpable. But, with uncertainty came opportunity.

Therefore, both parties forged ahead to receive the benefits.

Ben’s first day on the job began the entry stage of the organizational socialization phase.

About the Fit utilized a group orientation method to introduce the interns to workplace culture,

organization rules and norms, and work expectations. The new employees were provided a tour

of the facility and were quickly informed about organizational culture elements. The intern

mentor leading the orientation notated the reasoning behind the open, team seating arrangement

at the office. He indicated, “all of ATF is on one floor and that’s because we’re all about


communication and teamwork” (Meyers, 2015). In addition, interns were informed of the

organization’s norms by introduction of the office recognition system. When someone rang the

office bell, it meant kudos were in order. Finally, the interns were asked to find a seat at the

intern team table to check their email for assignments.

Ben was seen utilizing information-seeking tactics in order to familiarize himself with the

organization. He utilized the advice of a fellow intern to learn how to check his email. As he

awaited his meeting with Jules, he utilized observation and surveillance tactics to obtain a better

understanding of how the organization worked.

When it was time for his meeting, Ben questioned Jules’ assistant, Becky, on what to

expect in the meeting from Jules. As he understood Jules had a nuisance for lack of blinking,

Ben adjusted his behavior in attempt to gain Jules’ approval. The meeting did not go as well as

Ben had hoped. Instead of being needed, Jules informed Ben she would not have much for him

to do and attempted to have him request a transfer. Ben stood his ground and noted he “can get

along with anybody” and that he was “here to learn” (Meyers, 2015).

As Ben awaited to hear from Jules, he made himself productive, getting to know the

ropes around the organization and learning how to work with the technology. Ben became

known as “Mr. Congeniality” by his peers (Meyers, 2015). In addition, he developed closer

relationships with his co-workers. Ben provided old-school, sensible advice to the younger

employees when needed. For example, he advised Jason, the intern mentor, how to talk properly

to Becky after cheating on her.

Ben’s determination and “let’s make it happen” attitude provided the opportunity to be

further assimilated into the About the Fit organization (Meyers, 2015). He received his first

assignment from Jules to clean her jacket. While retrieving the garment, he learned Jules has


been requested by company partners to seek a CEO to run the organization. This prompted Ben

to renew his efforts to assist Jules. Shortly after, Jules recognized the office junk table was

cleaned and organized; a task she had been wanting done for quite some time. When she

realized Ben organized the table, he is lauded by having the company bell rung in his honor.

Another turning point for Jules and Ben’s relationship was when Ben discovered Jules’

regular driver had been drinking on the job, unbeknownst to Jules, and offered to drive Jules for

the day. This close working proximity provided the opportunity for the two to develop a closer

working relationship which allowed Ben to better assimilate into his role as Jules’ intern

assistant. After a horrible meeting interviewing a potential CEO, Ben provided Jules comfort via

a bowl of chicken soup. At the end of the day, Ben felt comfortable enough with Jules to share

his opinion on the CEO situation. The productive day allowed Ben and Jules’ relationship to get

“over the hump” (Meyers, 2015).

As Ben and Jules continued to bond, viewers were able to see Ben’s metamorphosis

occur. When Ben was transferred after the six-week waiting period was over, Jules realized how

much she had grew to depend on Ben. In her plea to get him back, Jules explained something

about Ben made her “feel calm or more centered or Zen” (Meyers, 2015). Jules decided to move

Ben’s desk right next to Becky so he could be more involved in her daily dealings. From there,

Ben was brought in to handle situations from purchase patterns, to helping Jules retrieve an

unintended email from her mother’s inbox, to accompanying Jules on a San Francisco trip to

interview yet another CEO. When faced with a critical company decision, Jules visited Ben at

his home for advice. Ben told Jules no one else was ever going to share her level of commitment

for the company and Jules needed the company too. Jules valued Ben’s opinion as her intern,

best friend, and someone she could “count on” (Meyers, 2015).


Implications

When using the organizational assimilation theory to analyze the narrative of The Intern,

I believe the socialization process can be mutually beneficial to both the new hire as well as the

organization. The character interactions in the film depicted how the new hire was able to be

moved from being the outsider to full assimilation into the organization. In the process, both

parties experienced growth in knowledge which was mutually beneficial.

The new hire, Ben Whittaker, was able to achieve his desire to “belong” and “be needed”

(Meyers, 2015). He achieved this by making the choice to be assimilated. In addition, the

character’s values of being both a mentee and mentor allowed for a smooth assimilation process.

Ben was open to being a mentee when he turned to his grandson and younger co-workers to learn

the technical components. However, throughout the film, Ben mentors those he interacts with

daily. As a mentor, Ben demonstrated traits which enabled him to be a positive mentor, thus a

highly effective member of the team. These traits include being supportive of others, observant,

nonjudgmental, curious, authentic, calm, confident, reassuring, courageous, and generous.

The analysis shows that a new hire may effect an organization as much as the

organization may effect the individual. Through Ben’s mentoring traits, younger co-workers

began to take more pride in their dress attire. In addition, Ben instilled some “old-fashioned”

work ethic values into the modern office; such as staying until the boss leaves, pitching-in where

it’s needed even when it’s not your job, and giving credit where credit is due. Finally, Ben

provided Jules much-needed focus, allowing her to see the qualities of her team, and trusting

those qualities to delegate some of the responsibility.

In conclusion throughout the film, the main character of the film was attempting to

ascertain the “right fit” at a company called About the Fit. The name, About the Fit, was a good


metaphor for organizational socialization processes. During all of the socialization stages, both

the new hire and the organization are attempting to find the mutual “fit.” In doing so, both parties

learn from each other which is mutually beneficial.


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