Solution
Introduction
Induction is defined as a process of combining people, processes and technology essential for optimizing the effect that a new hire elicits on business outcomes. In other words, Hendric and Louw-Potgieter (2012) study have identified induction as a process of assisting newly recruited employees to familiarise themselves with their job roles. According to Zembytska (2016), the induction programs could be implemented through formal training programs, informal induction implemented by engaging the co-workers and supervisors or a combination of both. The programs are similarly varying and dependent on the job level of the new employee and the components of the program activities. Lashley and Best (2002) study that focused on employee induction in retail organisations noted that if the process is successfully implemented, it can result in effective management of human resources. The outcome of this is an increased retaining of the employees and reducing the overall staff turnover. Kearney (2010) concluded that irrespective of the approach adopted, the primary aim of the induction process would be lessening the fear or anxiety commonly experienced by new employees regarding settling into a job or their overall performance. For an employee point of view, Chidambaram (2013) noted that they positively gain from an induction program by fostering a feeling of belonging by aiding them in dealing with issues of anxiety.
Literature Review
Definition of Induction
The term induction has been defined by Grobler, Warnich, Carrell. Hartfield, Elbert and Hartfield as cited in Mlindazwe (2010) study as a process that involves an integration of new employees into an organisation where they are transformed from complete strangers to participants and effective members of an entity. From a broader point of view, Vargas-Hernández and Ramos-Hernández (2016) defined induction as a process where a new employee is actively indoctrinated on the norms, values and behaviours of an entity, developing their self-confidence and integrated with the company. Further, Kearney (2015) introduced an aspect of socialization in the induction as a process where skills and abilities essential for a job role is acquired, ideal work roles are defined and the worker adapting to the norms and values of a team.
Hence, from the provided definitions, induction can be defined as a program implemented with an intention of guiding and training an employee to fit in their new responsibilities and educate them on other aspects of interest related to the organisation of the company. This has a direct implication in improving their efficiency levels in the organisation (Kearney, 2014). Moss (2010) also hypothesized the relevance of induction programs to harness an individual person-job fit, reducing the turnover levels and absenteeism, and improving levels of engagement and overall job satisfaction.
According to Vargas-Hernández and Ramos-Hernández (2016) study, foe the identified aspects in definition to be achieved, the senior management must actively be integrated into the development and its subsequent implementation. This is since if they are dissatisfied or unhappy, they would pass the sentiments to the new hire leading to an inappropriate impression of the organisation and hindering their successful integration. Nevertheless, it is the Guerra et al. (2009) definition that is most profound which identifies it as a process of preparing, supporting and retaining new employees inclusive of the things done in supporting and retaining the employees and to acculturate them to their roles.
Forms of the Induction Programs
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