that in many businesses today, firms no longer retain all of their staff on a full-time basis. It .
simply assumes that many of the individuals are full time staff members and at least have .
short-term job certainty. It fails to recognise the fact that by having many individuals that are .
working in organisations as part time or contract staff is not really given the opportunity, or they .
do not wish to become part of the organisational culture. Hence they elect not to internalise the .
company's culture and in turn establish their own distinct sub-culture of individuals that share .
their own beliefs. .
.
Many of the fail points within the organisation could be traced directly back to its socialisation .
process. The socialisation process is the process by which an organisation brings new employees .
into its culture. The older members of the society transmit to younger members the social skills .
and knowledge needed to function effectively in the organisation. This process of the .
organisation develops the skills and competencies needed to perform the new job. Although the .
company seemed to be successful in the first two steps the remainder of the process seemed to be .
inconsistent with this theory. .
.
The company followed the traditional pattern of selecting potential candidates through the use .
of trained recruiters and a standardised procedure. These recruiters looked for a variety of .
specific traits in each candidate that they believed would make them suitable for the position at the .
firm. Those individuals that did not meet these strict criteria were not considered for the position. .
The organisation also had many similarities with the next step in which the successful candidates .
were placed in many challenging environments, or impossible situations to test their commitment .
to the position. The theory then suggests that at this point in the process those individuals who .
are not willing to accept the culture would be removed and all others allowed to proceed.