Daskalaki, Maria (2000) Induction programmes in the age of 'corporate culture'. Business & Professional Ethics Journal, 19 (3/4), pp. 199-231. ISSN (print) 0277-2027Full text not available from this archive.
Though still viewed as the missing link between recruitment and retention, organisational induction programmes have recently acquired a new function: they can mould the new employee by inducing a positive "first impression" about the organisation and presenting a "caring" company image. Up to now, however, the majority of the induction literature has failed to refer to the political and ethical aspects of this process and analyse the embedded ideological structures and cultural practices through which induction trainers and newcomers construct, reconstruct and deconstruct induction discourses and 'management language'. This paper argues that induction should be treated as a part of an organisational cosmos that is constantly created and re-created, defined and re-defined based on the discursive interactions of its increasingly "sophisticated‟ subjects.
Business and management studies
|Faculty, School or Research Centre:||Faculty of Business and Law
Faculty of Business and Law > Centre for Research in Employment, Skills and Society (CRESS)
Faculty of Business and Law > Kingston Business School (Leadership, HRM and Organisation) (until July 2013)
|Depositing User:||Maria Daskalaki|
|Date Deposited:||17 Dec 2010 14:14|
|Last Modified:||17 Dec 2010 14:14|
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