Assessing new employee orientation programs

2011 ◽  
Vol 23 (5) ◽  
pp. 349-354 ◽  
Author(s):  
Jose M. Acevedo ◽  
George B. Yancey
Keyword(s):  
Orientation Programs ◽  
Employee Orientation ◽  
New Employee ◽  
New Employee Orientation

New Employee Orientation Programs

2000 ◽  
Vol 10 (4) ◽  
pp. 435-451 ◽  
Author(s):  
John P Wanous ◽  
Arnon E Reichers
Keyword(s):  
Orientation Programs ◽  
Employee Orientation ◽  
New Employee ◽  
New Employee Orientation

scholarly journals Drawing conclusions about what co-participants know: Knowledge-probing question–answer sequences in new employee orientation lectures

2019 ◽  
Vol 13 (5) ◽  
pp. 516-538 ◽  
Author(s):  
Piia Mikkola ◽  
Esa Lehtinen
Keyword(s):  
Knowledge Acquisition ◽  
The State ◽  
Employee Orientation ◽  
The Third ◽  
Institutional Settings ◽  
Video Recordings ◽  
New Employee ◽  
Pros And Cons ◽  
New Employee Orientation

This study aims to uncover the processes of interaction through which knowledge acquisition in new employee orientation is monitored and controlled. Using video-recordings of orientation lectures as data, the study focuses on question–answer sequences in which the lecturer’s question probes into the state of the employees’ knowledge; in particular, it looks at the third turn of the sequence, in which the lecturer comes to a conclusion concerning the participants’ knowledge. This is shown to be an unavoidably practical accomplishment, which is contingent on both the often ambivalent responses of the participants and the design of the knowledge-probing question. Also, the lecturer orients to being responsible for providing the employees with the necessary knowledge that they do not have. The study contributes to discussion of the interactional organization of knowledge in institutional settings, and it sheds light on the pros and cons of lectures as interactional encounters.

scholarly journals Unique Competences of Expatriate Managers

2019 ◽  
Vol 53 (3) ◽  
pp. 143-154
Author(s):  
Magdalena Krzyżanowska-Celmer
Keyword(s):  
Success Factors ◽  
Empirical Studies ◽  
Orientation Programs ◽  
Selection Decisions ◽  
Theoretical Investigations ◽  
New Employee ◽  
Retention Initiatives ◽  
The Subject ◽  
Expatriate Managers ◽  
New Employee Orientation

The article reviews the competences of expatriates (specifically expatriate managers), including personality attributes, in the light of the available literature on the subject matter. To-date empirical studies and theoretical investigations demonstrate various competences and sets of personality attributes, as a significant component of the competences expected from the expatriates. These competences including personality attributes are discussed in the context of international selection decisions, new employee orientation programs, development and retention initiatives. Expatriate managers are assigned for specific tasks. Various dimensions of cultures and peculiarity of the tasks assigned determine success factors of the expatriates’ performance. Only expatriates who present unique competences, including unique personality attributes, can face local challenges and become successful.

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