Abstract
Orientation: An induction programme is commonly used to help new employees understand their job within the organisation. Research purpose: The main aim of this study was to examine whether or not the programme theory of an induction programme was plausible and would lead to the intended outcomes as described by the programme manager.Motivation for the study: Induction training is one of the most common training programmes in an organisation. However, there is little research to evaluate whether or not the activities of an induction programme will lead to the intended outcomes of such a programme.Research design, approach and method: This theory evaluation used a descriptive design. One hundred and thirteen employees of a media company completed a ten-item, five-point Likert scale which measured their perceptions of the programme’s outcome, identification with the organisation and intentions to stay with the organisation.Main findings: From this theory evaluation it was apparent that an induction programme based on an implausible programme theory could be problematic. An implausible programme theory affects the design of the programme activities and unsuitable activities may not deliver the desired outcomes.Practical/managerial implications: The intention of the evaluation is to guide human resource managers through a process of replacing an implausible programme theory with one that is plausible, and which ensures better alignment of programme activities and outcomes.Contribution/value-add: The evaluators showed how a plausible programme theory could improve programme design. This redesigned induction programme may lead to benefits, such as staff retention and company identification, rather than the vague assumption that it has been conforming to a legal obligation.
Highlights
This study aimed to evaluate whether or not an induction programme, designed for a media company, was based on a plausible programme theory and whether the programme activities were aligned with this theory or not
An Exploratory Factor Analysis (EFA) was used to reduce the number of items in the questionnaire to those that best measure the constructs of Legal Obligation, Retention and Identification
Most importantly, what the new employee’s training and development needs are (Friedman, 2006). From this theory evaluation it is apparent that an induction programme, based on an implausible programme theory, could be problematic
Summary
This study aimed to evaluate whether or not an induction programme, designed for a media company, was based on a plausible programme theory and whether the programme activities were aligned with this theory or not.Induction training is one of the most common types of organisational training programmes (Klein & Weaver, 2000). Prior research suggests that most organisations implement some form of induction to help new employees familiarise themselves with their jobs (Wesson & Gogus, 2005). Induction programmes can either occur as formal training programmes, informal induction carried out by co-workers and supervisors or a combination of both (Klein & Weaver, 2000). These programmes can vary depending on the job level of the new employee and the variety of programme activities (Wesson & Gogus, 2005). According to Mestre, Stainer and Stainer (1997), the main aim of induction is to lessen the fear or anxiety experienced by new employees regarding settling into a job or performance
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