IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X, p-ISSN: 2319-7668. Volume 16, Issue 4. Ver. VI (Apr. 2014), PP 47-52 www.iosrjournals.org www.iosrjournals.org 47 | Page Induction and Staff Attitude towards Retention and Organizational Effectiveness Odunayo Paul Salau 1 , Hezekiah Olubusayo Falola 2 James Olalekan Akinbode 3 1,2 Department of Business Management, Covenant University, Ogun State 3 Business Administration Department, Federal Polytechnics Offa, Kwara State Abstract: Organizations continuously find themselves assessing what resources or tools that can be used to educate their employees. This may be due to the fact that organizations do not have clear ethics which can be communicated to employees. Therefore, this study examined how knowledgeable staffs are about the meaning and benefits of induction. It examined the main attitudes of workers towards induction/orientation to work and how induction programmes motivate staff to be committed to the organizational effectiveness. Descriptive research method was adopted for this study using two hundred and seventy one (271) valid questionnaires which were completed by academic and non-academic staff of Olabisi Onabanjo University, Ago Iwoye, Ogun State Nigeria. The data collected were carefully analyzed using descriptive statistics to represent the raw data in a meaningful manner. The findings revealed that induction significantly influences staff attitude and behaviour towards organizational effectiveness. This means that well packaged induction programme will positively influence staff attitude. It was recommended that induction programmes should be reviewed and improved upon from time to time to earn employees loyalty and positive attitudes towards work Keywords: Induction, Orientation, Effectiveness, Attitude, Values, Performance, Commitment I. Introduction Induction is the logical and the most important step in human resource management process. This process starts from the period where the new employee is taken round the offices, factory, and also introduced to the facilities/amenities available. Induction ensures a new employee is provided with information and assistance when commencing employment with an organization. Clearly outlining what the organization stands for and requires, reducing the risk of regulatory breaches and enabling employees to respond effectively to new responsibilities. Induction as the process of receiving employees when they begin work, introducing them to the company and their colleagues, and informing them of the activities, customs and traditions of the company Armstrong (1982). Ogunbameru (2004) opined that the objective of any induction process is to facilitate the transition of new employees into the working environment and enable them to respond effectively to new responsibilities. Armstrong (2003) explained that induction provides the opportunity to shape work related attitudes and enhance organizational commitment. Attitudes, according to Kenrick, Neuberg & Cialdini (2005) are favourable or unfavourable evaluations of particular person, people, objects, events or ideas. It is worthy to reinstate that it is only when staffs have been given proper induction about the organization structure, what the organization stand for, organizational goals and organizational ethics that managers can expect positive of favourable staff attitude. For instance, a new employee that does not know that eating in the office during official hours is bad, cannot be blamed for eating in the office or even in front of visitors. Many organizations do not involve their new staff in induction, therefore, most of them are vulnerable during the first few weeks of employment and this might discourage the new employees and thus, organization stand the risk of turnover (Kearney, 2010, Snell, 2006). Meanwhile, induction of new staff is should centered on the practical knowledge, skills and competency of the new staff and clear cut understanding of the organizational culture, ethics and core values. Hendricks and Louw-Potgieter (2012). The survey became necessary to find out the impact of induction programme employees’ attitude to work and intention to stay lon on the job. The significance of this work stemmed from its objectives is as follows: i. Examine the effect of induction programme on the employees’ attitudes and retention ii. Evaluate the impact induction on employees’ commitment and organizational effectiveness iii. Analyze the effect of induction programme on employees satisfaction and intention to stay on the job II. Review Of Literature Induction/orientation has become one of the fundamental types of organizational training programmes (Klein & Weaver, 2000). Several studies have indicated that many industrial organizations adopt different means of acclimatizing and introducing employees to their jobs and environment (Wesson & Gogus, 2005). Mostly, the induction comes in two forms. The first is the formal training programmes and the second is