Developing an organizational socialization model foriranian banking system

The development of any society depends on both the performance of its organizations and individuals. When individuals join organizations, they must learn to understand and make sense of their new surroundings. organizational socialization is a process through which this sense-making occurs and an employee learns the required knowledge, skills, attitudes, and behaviors to make a successful transition and adapt to the new job, role, or culture. socialization is one of the most important organizational processes that can minimize the shocks and tensions resulting from a contradiction between employees' expectations and job realities. it also reduces the amount of organizational financial losses and employees' demand for resignation. one of the main functions of organizations is making individuals sociable.

Organizational researchers seek to study the significant impacts of the effective socialization process. in the literature on human resource management, there exist different theories that, in a general classification, can be divided into process and content theories. the problem cannot always be found in the network of causal relationships of theories. the existing theories are originated in other communities, especially western countries of different cultural elements. therefore, a new theory is needed for developing the organizational socialization model in the banking system of iran. in this regard, using the grounded theory, the focus of this study was on finding the existing elements and their relationships in Iran's banking system.

This research was a qualitative study accomplished by grounded theory. Needed data were collected by conducting in-depth interviews with human resource experts of the banking system located in Tehran. the sampling method was purposeful and the sampling procedure continued interview 19 to satisfy the theoretical saturation rule.

The banking system should emphasize the organizational socialization processes to enable the employees to learn and adapt. additionally, it should provide employees with the required information and resources in exchange for their response to environmental changes. according to the results of grounded theory, 49 concepts and 19 categories were extracted in the stage of open coding. the emerged categories are as follows: organizational socialization, socialized organizational structure, supportive senior managers, organizational commitment, social responsibility, human resources dynamism, the stability of the existing human resource system, lack of desire for socialization, organizational apathy, work context, organizational culture, designing human resource processes, designing evaluation system, designing resources allocation system, succession planning, value creation, human resource development, competitiveness, and socializing fundamental management.

After developing the organizational socialization model for the banking system of Iran, the followings are suggested to enrich the existing socialization theories: to study the organizational socialization based on the current categorization dividing the banking system into public, private, semi-public, and semi-private; to conduct studies on components of organizational socialization comparing the public, private, semi-public, and semi-private banks; to study the intergenerational differences for organizational socialization in Iran's banking system; to conduct studies on organizational socialization components comparing the different internal and foreign organizations.