ABSTRACT
This chapter focuses on the relationship between informal organizational socialization and unstructured training, and its effect on learning and career development. Socialization tactics can be used to reinforce the new knowledge, skills, and attitudes that were acquired in formal training programs. Baldwin and Ford identified the work environment as a key factor influencing how much training content is learned, retained, and transferred to the job. Recent research in cognitive psychology has focused on the theoretical development of implicit learning and its relationship with explicit learning. Stimuli or training content is presented to trainees by instructional methods that would maximize most trainee's knowledge, skills, or abilities. In cases where the individual and organization agree on the direction and type of change, organizational socialization can support a positive change environment. The vocational function was similar to Krams career-related function, whereas the role modeling and social support functions tapped aspects of Krams psychosocial function.
