New employee orientation: cases of Korean corporations Academic Article

abstract

• 2015 Taylor & Francis. Despite its effectiveness in socialization and development, new employee orientation (NEO) as a stand-alone training intervention has rarely been a topic of interest in the academic world. The purpose of this study was to examine the NEO programmes for university graduates in Korean corporations. Through an extensive review of NEO-related materials in 10 large Korean corporations, the designs and contents of Korean NEOs were analysed. As a result, all investigated corporations were found to use most of the institutionalized socialization tactics: Formal, collective, fixed, sequential, and serial. The contents of the NEOs mainly focused on the synergism and integration roles. The embedded national culture and organizational contexts in Korean corporations were explored to explain the practices of the NEOs. Implications for HRD practice and research were suggested.

authors

• Chai, Dae Seok

published proceedings

• HUMAN RESOURCE DEVELOPMENT INTERNATIONAL

author list (cited authors)

• Kim, M., Chai, D. S., Kim, S., & Park, S.

citation count

• 8

complete list of authors

• Kim, Minjung||Chai, Dae Seok||Kim, Sehoon||Park, Soyoun

publication date

• October 2015

publisher

• Taylor & Francis  Publisher

published in

• Human Resource Development International  Journal

keywords

• Korean New Employee Orientation
• New Employee
• New Employee Orientation
• New Employee Socialization
• Orientation And Culture
• Roles Of New Employee Orientation

Digital Object Identifier (DOI)

• 10.1080/13678868.2015.1079294

start page

• 481

end page

• 498

volume

• 18

issue

• 5

URL

• http://dx.doi.org/10.1080/13678868.2015.1079294