Abstract
Organisational socialisation is a subject that is capturing the interest of both theorists and practitioners alike as organisations struggle to deal with the problems created by high turnover, lack of commitment and general dissatisfaction of employees.
While the influence of unions and work groups in socialisation is readily acknowledged, the role of the personnel practitioner in the process has been generally overlooked.
This paper attempts to explore this aspect by pointing out that the personnel professional is active in two major forms of socialisation. Moreover, by their very organisational position they are able to both initiate and monitor the process to ensure that as many employees as possible become one of us'.
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