| dc.description.abstract | The purpose of this study is to gain knowledge about the introduction process, and identify which factors related to the introduction process prevent and improve job satisfaction from the perspective of blue and white collar workers. Data has been collected from eight semi structured interviews conducted with three blue collar employees and five white collar employees, all employed by the organization within the last year. The interviews were conducted to highlight the interviewees’ subjective experiences and feelings regarding their individual introduction phase and job satisfaction.
The results have shown a significant difference between the experiences of the introduction process between blue and white collar workers. A poorly organized introduction process tended to prevent job satisfaction, whereas social support in the form of a mentor and being welcomed to colleagues, the team plays a key role in increased job satisfaction. Socialisation is a key factor for a successful onboarding, allowing the new employee to become a part of the organization. Receiving feedback, both negative and positive, has been proven important in order to further
develop professionally and result in an increased job satisfaction. Furthermore, feedback appears significant in order to establish a deeper relationship towards the work, colleagues and the organization. Thus feedback supports the new employees by enabling their work contribution, as well as personal growth, resulting in an increased job satisfaction.
The structural differences of how the daily work is organized for the two respective work groups, seem to form the basis of how the introductions processes, and the experiences of these, have differed. The results have furthermore shown that low control of the introduction process in combination with high social support has been a successful combination of factors of an introduction process, whereas a structured introduction process with access to social support is preferable. | sv |
