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Weekly UpdatesThere can be no doubt that matching the needs of the organization to the expectations of new employees is a critical factor influencing the quality and effectiveness of the long-term employment relationship. Riddick Bowe's failed entry into an organization that has prided itself on its ability to communicate expectations, and the nature of the socialization process that the recruit will encounter, demonstrates what can happen when an organization varies from a successful recruitment/selection process. This paper begins by summarizing some of the important facets of organizational recruitment/selection and subsequent socialization tactics. Bowe's early departure from recruit training is detailed, identifying specific errors made by the Marine Corps relating to their established approach to realistic recruiting and socialization. Finally, implications for action by other organizations are discussed in the form of lessons to be learned.
As early as 1922, Frederick Taylor urged the scientific selection and socialization of new employees to perform highly specialized jobs. Organizations have long recognized that there has to be a match between employees' skills and job requirements. A recent study enhanced this relationship from a literature review and empirically-based standpoint.[1] Simply put, realistic recruiting and attendant socialization processes should lead to employees' increased role clarity (familiarity with job expectations) and job satisfaction. Conversely, the lack of these organizational efforts might result in a large number of voluntary and involuntary turnovers the latter situation possibly resulting in successful employment discrimination suits.
This article first briefly summarizes the "realistic recruiting" concept and its relationship to organizational socialization. It then applies this connection to world heavyweight boxing champion Riddick Bowe, and his unsuccessful experience with the United States Marine Corps (USMC). Lessons for both realistic recruiting and socialization are also derived from available accounts and interviews with several USMC sources who were involved in, and/or informed of, the situation.
Interrelationships Between the USMC, Socialization, and Realistic Recruiting:
The Marine Corps as a representative organization
The case analysis seems significant for several reasons. The USMC has established an immediate, direct, and clear relationship between recruiting and socialization. The value of receiving accurate pre-hire information has been well documented.[2] It has been suggested that the information supplied to the prospective employee is, in fact, an attempt to convey the organizational "culture"[3] that includes artifacts (audible and visible patterns of behavior, symbols, and rites), values (an individual's positive or negative response to the artifacts), and the underlying ideas and assumptions that ground the values and artifacts.[4] The USMC, unlike some other organizations, leaves these activities neither to chance, nor to whims. The culture of the Marine Corps is based on more than 200 years of historical tradition and values, and instilling these organizational values is the highest priority. Therefore, any implications uncovered in analyzing this process for one recruit could apply to other recruits as well. Business executives should be particularly interested in related flaws/lessons, since the USMC has a reputation of most successfully transforming recruits into organizationally wise participants.
"At a time when the nation seems distrustful of its teenage males...the military is different. It isn't just that it has done a better job than the larger society in dealing with drug abuse and racial tension--even though that is true. It also seems to be doing a better job of teaching teenagers the right way to live than does, say, the average American high school. And it thrives while drawing most of its personnel from the bottom half of our society, the half that isn't surfing the information highway."[5]
Moreover, extensive coverage given to a celebrity experiencing this situation generated far more publicized reactions from Bowe and other organization participants than would be found in situations involving a typical organizational recruit/employee.
Socialization process characteristics "From outsider to insider"
Although there are several different models of the socialization process, these models do agree that socialization:[6]
* is continuous over time, that is, it begins prior to entry of the individual into the organization (a factor that is significant for the recruitment process), and continues throughout one's careet;
* is marked by changes in attitudes, values, and behaviors on the part of the newcomer; and
* is comprised of multiple interactions and activities.
Socialization models also assume and/or reflect different strategies for processing job recruits, depending upon the particular organization's objectives. For example, Van Maanen has proposed several bipolar strategies of organizational socialization, including formal/informal, individual/collective, sequential/nonsequential and investiture/divestiture.[7]
Perhaps more significant for this case is the USMC's "divestiture" emphasis. Every part of the socialization process, from the initial arrival of the recruits getting off the bus and on to the "footprints" (markings next to the bus), up to the final few days of training, is meant to be an experience of stripping away the recruit's identity, self-esteem, and self-confidence, and rebuilding the individual into the mold of a "Marine." Divestiture is probably the most vivid socialization strategy in the minds of outsiders/potential recruits. The image of a Drill Instructor (D.I.) shouting commands to a disoriented recruit, has been exposed to the general public through media accounts and a number of popular films such as Sands of Iwo Jima, Battle Cry, The D.I., and Full Metal Jacket.
Successful completion of the formal socialization experience has a number of generally favorable outcomes for both the organization and the new employee. The organization benefits by adding a new, productive employee, accepting and supportiVE of the company's beliefs, values, and attitudes. The newcomer begins to contribute in a self-assured, confident manner to the organization's objectives. "Socialized employees show higher levels of job satisfaction, motivation, commitment, and company identification."[8]
Realistic recruitment "Preparation for organizational entry"
Socialization programs, regardless of their similarities and differences, can be more efficient and effective, if the individuals entering the program have been recruited using a realistic presentation of the job. This approach assumes that a realistic view of the new job begins prior to organizational entry. Further, applicants will seek an organization that appears able to accomplish a "person-environment fit,"[9] featuring a personality similar to hisher own.[10]
An effective, realistic recruiting program enables the prospective newcomer to determine the extent hisher capabilities and values match those of the organization. When provided with realistic information about the job, "New hires have clearer views of what the job entails, better select themselves for a job that meets their needs, form realistic expectations about the job, commit to the job choice, and develop the ability to cope with unpleasant job demands."[11]
A "realistic job preview" (RJP) also needs to be implemented, so that applicants can select or remove themselves from the subsequent socialization process. RJPs range from videotaped demonstrations of the job to having the applicant talking directly to current employees.
The Marine Corps and Riddick Bowe: Background and Lessons Background
On January 30, 1997, Riddick Bowe, former world heavyweight boxing champion, announced that he would fulfill a nearly lifelong dream of joining the Marine Corps for a three-year term as an active reserve. He needed to complete 12 weeks of boot camp, with the usual requirements, before returning to civilian. He reported to the USMC, Recruit Training Command, on February 10th, for 8 days of "processing" and "forming." He discussed leaving the organization with his Marine trainers and commanders on the first day of his subsequent "Phase I" of training, and left after 11 days of active duty.
Lessons
The USMC's experience with Riddick Bowe likely furnished at least four negative lessons that thwarted realistic recruiting, thereby preventing subsequent, successful socialization. These lessons should benefit industrial organizations that might have a less structured and purposive approach.
The USMC failed to realize that Bowe lacked the common motivators to join its organization.
Realistic recruiting includes uncovering motivators or reasons that individuals have for joining the organization. These reasons should then be reconciled with the carefully determined selection criteria, based on the ability to successfully complete the organization's socialization program, and anyone not having one, or several, recruiting motivators that can either be satisfied by the organization, or contributes, to its business necessity, should be seriously scrutinized before organizational admittance.
The Army Recruiting Command identified five motivators to join its organization: training, education, adventure, money, and service to country not necessarily in that order. A study was conducted with 150 Marine recruits who indicated their first reason for joining the organization.[12] The order of these reasons in terms of frequency was:
1. service to country
2. education
3. training
4. adventure
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