Yoash Wiener (1988) identified two factors that affect socialization of employees and could determine the success of socialization efforts-loyalty and congruency

What will be an ideal response?

The authors
have constructed a four quadrant model to identify the possible combinations of these
two factors and indicate the potential effect on the socialization process. Discuss each
quadrant in the model. How might those in the organization charged with designing the
orientation program use this information in each quadrant?
Answer: In Quadrant I the new employee already has a high sense of loyalty and duty
generally and so will feel some sense of obligation to adapt to the organization. At the
same time this individual also has values highly congruent with those of the organization.
If the organization wants a new employee to adopt the current culture, this individual is
the easiest to socialize. This individual has been identified as a motivator. The
socialization process is a matter of "maintenance" of that sense of loyalty and congruency
between individual and organizational goals. For example, Marta, who is passionate
about the environment, believes in being loyal to those who support her and joins Green
Peace. She will integrate into that organization very quickly. The socialization process
will only require "triggers" to remind her of the organization's goal and how important it
is to support it.
In Quadrant II the newcomer ranks low in loyalty but believes in the particular
organization's mission. This person is more loyal to a cause in which he believes than to
any organization, and is driven by that cause, thus meriting the title activist. The most
effective socialization process to use with this individual is "utilitarian," because the
efforts focus on what is of most use to the employee. As long as the organization's goal
remains similar to the employee's personal values, the employee will adapt to the
organization. If the organizational goal changes, he is less likely to remain with the
organization. For example, Karl joined an organization that was on the cutting edge of
technology, working with the latest advancements. Because he was innovative and interested in new-wave technology, this organization suited his needs. When the
organization decided to stop developing new technology, Karl lost interest and eventually
left. The mission of the organization no longer matched his personal values, and since he
had a low level of general loyalty to a group, there was little to hold him to the
organization.
In Quadrant III the new employee has high loyalty to the organization but discovers her
personal goals and the goals of the organization are not compatible. That person is a
loyalist as far as the organization and its people are concerned but has difficulty accepting
the specific mission. This person faces a moral dilemma. On the one hand she wants to
remain loyal to the organization but on the other finds that she cannot tolerate the clash of
values. Consider the case of John. John has just started working for a large public
relations firm. He feels a great sense of loyalty to the firm and to its founder, who hired
him. Then he is asked to develop a PR campaign for a major tobacco company. John does
not smoke and believes the tobacco industry is selling a product that kills people. John's
tenure with this organization will depend on which is stronger: his loyalty to the
organization or his commitment to his personal values. It will also depend on how well
the organization socializes John in its belief that it should not judge its clients, as long as
the clients' service or product is legal. The organization keeps John on board by using
"guilt" to increase his sense of loyalty to the organization in the hopes that loyalty will
overcome the lack of congruence between his values and the organization's goals.
In Quadrant IV is an individual who has a low level of loyalty generally and no
congruency between personal goals and the organization's goals. This person is likely to
have a short stay in the organization and has been identified as the loner. The assimilation
process for such employees is "protracted," meaning it is continuous and usually fails to
keep the individual embedded in the work of the organization. Consider Anita. She took a
job selling cosmetics in a store while she was waiting for a job to open up in a cosmetics
house. She has little or no commitment to this store because, after all, she expects to be
there a very short period of time.