Purpose: This study examines onboarding from an organisational change perspective (Armenakis & Bedeian, 1999). The barriers and enablers encountered in an onboarding change program will be examined, compared and contrasted to highlight the particular challenges of successful implementation. Theoretical insights for both onboarding and organisational change are anticipated from this study. Originality: Onboarding (Snell, 2006) is a relatively new term which we define as the period from the letter of offer to the new recruit up until the new recruit’s full productivity. While extensive work has been done in this sphere it is from a purely commercial perspective, that of a consultant implementing onboarding within organisations, very little academic research has been undertaken. Key literature /theoretical perspective: All organisations engage in some form of induction activities. Many firms appear to have induction processes that are inefficient and lack rigour. Some organisations, however, demonstrate superior induction activities, known as onboarding (Snell, 2006). Onboarding encompasses many diverse functions within the organisation. This diversity creates complexities for whole-of-organisation change (Armenakis & Bedeian, 1999). Design/Methodology approach: A case study approach (Yin, 1989) will be used to examine a number of organisations across a range of industries. Findings: The cases reflect different stages of implementation of the onboarding change project, ranging from approval stages to those already completed and in use. These cases will illuminate the issues regarding change management.This presentation will discuss initial ideas for the study and report the results for the pilot case study already in progress. Research limitations/implications: This research is only focussing on the employer perspective in respect to change management and onboarding. Practical and social implications: As so little research has been undertaken in this area, the findings will assist organisations to implement onboarding programs that are more aware of the change management processes that must be considered upon implementation.
|Number of pages||2|
|Journal||Expo 2010 Higher Degree Research : book of abstracts|
|Publication status||Published - 2010|
|Event||Higher Degree Research Expo (6th : 2010) - Sydney|
Duration: 19 Nov 2010 → 19 Nov 2010
- change management
- case studies