9: Recruiting, Socializing, and Disengaging

Organizational Communication - Theory, Research, and Practice · LibreTexts

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    From LibreTexts, under CC BY-NC-SA 3.0, as the source states it; its equations are written in TeX, which the PDF shows typeset. This page at LibreTexts.

    • 9.1: Introduction
      This page examines the average lifespan and work life of individuals in the U.S., indicating that a person working from age 22 to 65 would spend about 11.33% of their life working, with most likely multiple job transitions. It highlights the career patterns of baby boomers, averaging 11.3 jobs from ages 18 to 46, and sets the stage for a discussion on recruitment, organizational acclimatization, and the process of departing from jobs, underscoring the importance of these career transitions.
    • 9.2: Recruiting
      This page covers the recruitment process, emphasizing the significance of effective strategies and realistic job previews (RJPs) to attract suitable candidates. It outlines a five-stage model for refining recruitment efforts and reviews various interviewing techniques. RJPs help set accurate expectations for new hires, enhancing job satisfaction and reducing turnover.
    • 9.3: Socializing
      This page covers organizational socialization, detailing Fredric Jablin's stages: anticipatory socialization, organizational entry and assimilation, and disengagement. Key elements include the lifelong process of acquiring workplace skills, the impact of various influences on career choices, and the significance of communication. The concept of "Dead on Arrival" behaviors, the importance of resources during transitions, and effective onboarding through mentoring and training are emphasized.
    • 9.4: Disengaging
      This page explores organizational disengagement, differentiating between voluntary and involuntary exits and outlining Fredric Jablin's four-step model: preannouncement, announcement, actual exit, and post-exit. It emphasizes the need for clear communication throughout the process and the importance of professionalism, regardless of personal ties.
    • 9.E: Exercises
      This page discusses Mindy Grossman's transition from Nike to CEO of IAC Retailing, specifically HSN, where she encountered a dysfunctional culture. By engaging in new employee orientation, she gained valuable insights and improved her credibility. Her leadership led to substantial changes that transformed HSN, resulting in a public offering and a valuation of over $2 billion by 2011.

    Thumbnail: An early 20th-century illustration of a university faculty member being "given the boot", slang for a form of involuntary termination. (Public Domain).

    This page titled 9: Recruiting, Socializing, and Disengaging was last modified on Wed, 26 Aug 2026 21:00:52 GMT and is shared under a CC BY-NC-SA 3.0 license and was authored, remixed, and/or curated by Staff via source content that was edited to the style and standards of the LibreTexts platform.