Exploring Gen Z Engagement: Key Factors Driving Involvement in Organisational Development Processes

Nowadays, any organization faces external challenges and changes and the organizational development has been seen as an important tool in managing and planning organization growth. Organizational development works to improve organizations and balance the strengths and weaknesses of a business that is extremely imperative and should not be overlooked. The organizational development has been defined as an effort that is planned at organization level and starts from the top of the organizational hierarchy in order to enhance the organization’s effectiveness through planned interventions in organizational processes. The paper emphasizes the organizational climate, organizational culture, organizational structure and organizational strategy as the key components of organizational development. The situational assessment, intervention planning, implementing the intervention, data gathering, results analysis and feedback have been determined as the main steps in the organizational development process. The human process interventions, techno-structural interventions, human resource management interventions and strategic interventions have been identified as the main categories which lead to organizational improvement. The impact of organizational development interventions on company performance has been studied and the organizational development performance metrics have been proposed in the article.

The organization development (OD) process seeks collaborative, diagnosis-based organizational change. This article discusses how the use of random strategies of a traditional experimental design to study the OD process fundamentally changes that process to something other than OD. Following a literature search, the authors conclude that random processes and the OD process are fundamentally incompatible and thus cannot be used simultaneously. Researchers may use random strategies to study OD techniques, but not the OD process itself It is never appropriate to attempt to use random selection or random assignment to study the OD process. The authors call for the development of alternative standards and methods that are both rigorous and relevant to OD research for no true experiment studying the OD process can ever take place.

PurposeAims to apply organizational systems perspectives to discuss the three types of organizational development (OD) and management control systems (MCS): normative, coercive and remunerative‐instrumental (utilitarian) that affect the operating performance of teams.Design/methodology/approachThe paper examines the effect that managerial power relations, cultural process and structural change intervention of these three types of control systems have on the formation (size, composition, and strategies), and operational activities (functions and assignment of tasks) of teams. The paper uses library archives research to study OD, MCS and teams. It has applied an organizational systems perspective that examines the effects of OD and MCS on teams' management.FindingsRecent new directions in management control systems and OD process and structural intervention strategies have transformed management accounting control systems as the new administrative control innovations mechanisms for managing teams' performance and activities in industrial organizations. Accordingly, the traditional mechanistic control approach has been substituted or replaced by organic‐based processes and structures of team‐based control systems.Practical implicationsIn organizations, the management of teams is multi‐dimensional, involving the simultaneous use of normative, remunerative and coercive control mechanisms. The paper advances the views that the effectiveness of team management in organizations is contingent upon several structural and process factors including the mix of these three types of compliance systems and the form of organizational setting, i.e. manufacturing or professional organizations.Originality/valueIn the management control literature, the management of teams has centered on normative or remunerative or coercive control systems. This paper shows that OD's cultural process and structural intervention strategies provide new directions to address these three types of management control system for teams in industrial organizations.

To learn the art of humble inquiry requires experience and training in interpersonal skills, organizational development processes, facilitation, and coaching. Skills needed include: listening and asking questions, being assertive, influence skills, showing empathy, observation skills, confronting the client when needed, giving balanced feedback, drawing out the clients’ thoughts and emotions, making process or procedural suggestions, redirecting the client, summarizing, debriefing, and gaining agreement and commitment.To genuinely help a client, the OD Process Consultant must realize his role as the “helper” not the “expert” or “doctor”. Too often consultants think they know the solution to the problem based on their previous experience. However, an OD Process Consultant’s role is to build the client relationship, gain their trust, be curious and listen, and to use humble inquiry to help the client understand and solve their own problems.The Main purpose of this article, therefore, is to take the readers through the memory lane of different authors who have made an impact on creating awareness regarding the existing literature on humble inquiry concept and its impact on organizational performance towards positive business results.

Purpose– Work-life balance (WLB) is an issue of focus for organisations and individuals because individuals benefit from having better health and wellbeing when they have WLB and this, in turn, impacts on organisational productivity and performance. The purpose of this paper is to explore relevant WLB factors contributing to employee health and wellbeing, and to understand the interactive effects of individual WLB strategies and organisational WLB policies/programmes on improving employee health and wellbeing.Design/methodology/approach– Using the data collected from 700 employees located in Queensland, Australia, multiple regression analysis was conducted to examine the variables related to individual WLB strategies and organisational WLB programmes. Several multiple regression models were used to evaluate interrelated relationships among these variables and their combined effects on employee health and wellbeing.Findings– The authors found that employees exercising their own WLB strategies showed better health conditions and wellbeing that those who do not; they were also more capable of achieving WLB. Both availability and usage of organisational WLB programmes were found to help employees reduce their stress levels, but interestingly to have no direct association with WLB and employee health. Several control variables such as age, working hours, education level and household incomes were found to have moderate effects on employee health and wellbeing.Originality/value– Employee health and wellbeing are determined by multiple factors. In distinguishing from prior research in this field, this study discovers an important interface between individual WLB strategies and organisational provision of WLB policies/programmes supplemented by several exogenous factors in addressing overall employee health and wellbeing. The results have implications for organisational delivery of WLB policies and other human resource management practices to support employees.

Qualitative Management Standards (QlMS) is a representative title for the novel methodology that was created during the organizational development process at the Shamir Academic Campus during 2019-2020. QlMS consolidates by Dr. Danino the Academic Campus manager and a specialist in Healthcare systems and Dr. Asaf Kremer an expert consultant for organizational development (OD), the creator of the MPL (Managers Productivity Language) methods for Excellency in leadership, which are being implemented among leading organizations in Israel. The OD process was conducted using Managers Productivity Language guidelines, and tailored towards the campus urgent needs, considering the campus vision as well as the leadership team associated with it. This article addresses three main subjects: Part 1: Introduction: MPL- The rationale for the campus organizational development program. Part 2: The process: A description of the multidimensional organizational development process. Part 3: QMS: The novel approach that was developed during the Organizational Development process, which is referred to as “QlMS” in this article, which improves action in qualitative and quantitative terms in the health system.

Purpose The purpose of this study is to investigate the relationship between work–life balance (WLB), boundary blurring and employee well-being among police officers in Ghana. Specifically, it examines how WLB influences psychological well-being (PW) and social well-being (SW) and explores the moderating role of boundary blurring in these relationships. Design/methodology/approach The study used a cross-sectional survey design, with data from 249 police officers at the Ghana Police Service headquarters. The instrument used was questionnaires to measure WLB, boundary-blurring (BB) and employee well-being (both psychological and social). The analytical tools used were structural equation modelling and confirmatory factor analysis, with bootstrapping techniques applied to test the significance of the relationships. Descriptive statistics, reliability and validity tests were conducted to ensure the robustness of the findings. Findings There was a significant positive relationship between WLB and both PW and SW. Boundary blurring was also found to moderate the relationship between WLB and SW negatively, but its moderating effect on the relationship between WLB and PW was insignificant. Practical implications The findings highlight the importance of implementing WLB policies that promote flexibility while managing boundary permeability. Organisations, particularly in high-stress environments, such as law enforcement, should design programs that support employees in maintaining clear boundaries between their work and personal lives. This includes establishing guidelines for off-hours communication, offering mental health resources and promoting a culture that values personal time. Such measures can enhance employee well-being, reduce burnout and improve overall organisational performance. Originality/value The study contributed to the literature by integrating border and boundary theory and facilitation theory to explore the interplay between WLB, BB and employee well-being in a high-stress occupation. The study had a culturally informed perspective on the challenges faced by Ghanaian police officers, offering actionable insights for improving well-being in similar contexts. It also showed the dual nature of boundary blurring, emphasising the need for balanced policies that facilitate work-life integration while mitigating its adverse effects.

PurposeThe purpose of this paper is to identify essential psychological-informed executive coaching approaches that enhance the organisational learning and development process and outcomes through integrating existing research evidence. Since coaching has been widely used in leadership development related areas and previous studies confirmed that this generates positive effects on individual-level learning in the organisational setting. The identified frameworks and influential factors outlined in this paper can serve as explicit guidelines for the organisation and management team when setting selection and evaluation benchmarks for employing executive coaches.Design/methodology/approachAn integrated review approach was applied to narratively synthesise 234 (k=234) identified peer-review articles between 1995 and 2018. This review followed a rigorous protocol that the authors consulted ten (n=10) experts in the field. Both qualitative and quantitative psychological-focused research evidence was included in this study.FindingsFirst, certain psychological approaches, such as cognitive behavioural, solution-focused, GROW and strength-based approaches, were highlighted in current research evidence. Second, the essential factors and skills, for instance, building trust, transparency and rapport, and facilitating learning were identified. Third, the main organisational learning and development outcome evaluation methods were outlined in this review, such as the self-efficacy scale, organisational commitment, workplace psychological well-being, 360-degree feedback and the Multifactor Leadership Questionnaire.Research limitations/implicationsIt is always challenging to integrate research evidence on coaching because of the diversity of theoretical disciplines upon which coaching interventions draw. Therefore, it is difficult to generate a meta-analytic review which can generate statistical results. This review also reveals room for improvement in the quality of existing coaching evidence in accordance with the criteria for evidence-based management or practice (Brineret al., 2009), such as research methodology and evaluation design. Moreover, there is a lack of evidence on this reflective process which helps professional coaches to ensure the quality of their practice and organisational support.Practical implicationsThis review offers a new perspective on the role psychology plays in the organisational learning and development practices. The identified coaching approaches, influential interpersonal skills and outcome evaluation methods can serve as practical guidelines when applying external coaching to facilitate a better organisational learning and development process and outcome.Originality/valueThis is the first literature review to focus on contemporary psychological-informed coaching evidence (between 1995 and 2018) in the workplace setting. Despite the rapid growth in demand for professional coaching practitioners (International Coach Federation, 2016), there is a lack of research-informed evidence to overcome the challenges faced by organisations when employing external coaches, such as what selection criteria or evaluation benchmarks to use. This review takes a practical perspective to identify essential body of knowledge and behavioural indicators required for an executive coach to facilitate an effective learning and development outcome.

PurposeThe leader of the knowledge‐based organization is faced with the continuing dilemma of delivering the highest quality and most technologically innovative products or services at the lowest possible cost in a rapidly changing environment. This paper aims to start with the identification of the complexities of managing the knowledge‐based organization, using emotional intelligence to balance the interests of the individual and organization, and it may also be redefined as an organizational development process rather than an outcome.Design/methodology/approachIn order to be effective the knowledge‐based leader must possess the characteristics most often associated with the description of emotional intelligence and must also be effective at injecting these same characteristics throughout the organization. Utilizing the premises of Stewart's intellectual economy and adapting the work of Buckingham and Coffman to the knowledge‐based organization, a series of questions is outlined to assist leaders, managers and workers in the improvement of emotional intelligence awareness and the utilization of emotional intelligence as an organizational development process.FindingsKnowledge‐based organizations may benefit from the utilization of behaviors most often attributed to emotional intelligence, and emotional intelligence may be redefined as a process rather than an outcome for organizational development.Originality/valueThe knowledge working environment must utilize innovative processes to maintain the engagement and effectiveness of the workforce. Applying emotional intelligence as an organizational development process rather than an outcome, it becomes a strategy for the development of the individual and the organization concurrently rather than treating them as opposing interests.

PurposeIn the contemporary workplace setting, the significance of attracting and retaining a talented workforce has become more challenging; simultaneously, work–life balance (WLB), employee well-being (EWB) and organizational support (OS) have emerged as being strategically imperative for organizations to ensure their success. This study aims to evaluate the direct and indirect impact of WLB on organizational performance (OP) from the employers’ perspective within the Saudi Arabian context, while also exploring the moderating role of OS in the relationship between EWB and OP.Design/methodology/approachThe data were collected using a structured questionnaire administered to 150 participants. To test our hypothesis, the data were analyzed using the PROCESS macro in SPSS. A non-probability sampling technique was employed to collect data from managers of large-scale companies in the Kingdom of Saudi Arabia (KSA) using snowball and convenience sampling.FindingsThe findings indicate that WLB plays a crucial role in increasing OP and is mediated by EWB. When employees experience an environment that ensures balance between their work and life, their well-being increases, consequently positively influencing OP. Additionally, OS has been found as a key moderator in this association. In the future, researchers may use a mixed-method approach and conduct cross-cultural studies by collecting data from diverse nations.Originality/valueThis research makes an important theoretical contribution to the existing literature on WLB, EWB and OP. The study also provides important insights regarding the moderating role of OS as a strategic imperative for organizational success. Furthermore, the data collected from the managers contribute novel perspectives to the literature on the importance of WLB and EWB and their impact on OP in the Middle Eastern context.

Since the early 1970s, Henri Savall has developed the Socio-Economic Approach to Management. This approach consists of enhancing compatibility between social and economic performance by bringing an economic element to the process of organizational development and change. In his work with colleagues from the Iseor research center, he demonstrated the importance of uncovering huge amounts of hidden costs to spur organizational development processes that enable the conversion of hidden costs into both immediate results and the creation of potential. These hidden costs stem from organizational diseases, called dysfunctions, which resort to the lack of appropriate organizational development processes. Hidden costs can be categorized in six domains: working conditions, work organization, communication-coordination-cooperation, time management, integrated training, and implementation of the strategy. Economic balance of socio-economic projects implemented in many organizations over almost four decades have demonstrated that hidden costs can be converted into value added through socio-economic management tools. Converting hidden costs into value added enables high rates of return on investments, which is different from traditional business approaches where investments do not consider organizational development and human potential.

Research Question: This paper explores the relationship between working from home, work-related attitudes, work-life balance and employee well-being. Motivation: The paper is inspired by an evident lack of research of factors that possibly cause differences in the employees` work-related attitudes, work-life balance and employee well-being especially in the Covid Era. In this paper, we search for a better understanding of the relationship between working from home, work-related attitudes, work-life balance and employee well-being. Idea: The paper aims to identify factors that make a difference in certain work-related attitudes (job satisfaction and organizational commitment), work-life balance and employee well-being in working from home environment in order to provide for better understanding of employees` behaviour in the Covid Era and the implications for more effective Human Resource Management of working from home employees in Post-Covid time. Data: Primary data were collected through a questionnaire with 2,171 employees, over the period from the end of March till the beginning of May 2021. The sample included only respondents who have experienced working from home from the beginning of the Covid 19 pandemic in Serbia. Tools: Statistical analysis was performed (using descriptive stats, t-test for testing equality of means, chi-square test and ANOVA, and some non-parametrical tests). Findings: Preliminary findings signify a lack of previous experience in applying the working from home practice; an increase in the length of working hours; some resistance to working from home; most employees would choose a balance in which office work dominates, but there is also work from home, at least one day a week; the dominant majority of employees report feeling cheerful and moody, calm and relaxed and active and energetic when working from home, while slightly different results are recorded in the field of physical well-being; overall work-life balance is not interrupted. Contribution: This paper contributes to the research of factors of work-related attitudes, work-life balance and employee well-being while working from home by bringing original field data from Serbia. From the standpoint of HR policies and practices, it offers valuable implications for managers working in post-Covid Era.

Purpose Human resource management (HRM) has become one of the main tools for improving organisational performance and satisfaction. Numerous research studies have shown the importance of promoting work-life balance (WLB), as it influences individual and family well-being. In this context, organisations are looking for strategies such as flexible working hours (FWH) or telecommuting from home to facilitate WLB. The aim of this study is to analyse how these practices, together with physical and mental fatigue, impact both WLB and overall performance, offering implications for HRM. Design/methodology/approach A theoretical model with 4 variables was designed. To test the hypotheses, a structural equation model with partial least squares was applied. A subsample of 13,724 responses from the 2021 special edition of the European Working Conditions Telephone Survey was analysed. Fieldwork was conducted between March and November 2021 in 36 European countries. Findings Teleworking from home (TWH) is shown to negatively impact WLB, highlighting the challenges of balancing work and personal spheres simultaneously. However, the impact of TWH on work fatigue was not statistically significant. In contrast, flexible work schedule policies showed a positive impact on both improving WLB and reducing work-related fatigue (WF). Furthermore, WF emerged as a key factor in the relationship between flextime and WLB, but not in the relationship with TWH. Finally, TWH acted as a moderator in the relationship between flextime and WLB, suggesting that the combination of both practices contributes to reduced fatigue and improved WLB. Practical implications This study offers key guidance for the design of human resource policies focused on employee well-being. Findings show that combining home-based teleworking with flexible schedules enhances WLB and reduces WF. Organisations can improve performance and job satisfaction by adopting strategies that integrate both practices. Additionally, clear boundaries for digital disconnection and workload adjustment are recommended. The evidence provides HR managers with a solid empirical foundation to position working-time flexibility as a strategic tool that fosters more sustainable and competitive working environments. Social implications The findings highlight the broader societal impact of flexible working practices on employees’ quality of life across Europe. Promoting WLB not only enhances individual well-being but also strengthens family cohesion and reduces widespread social stress. Implementing flexible hours and responsible teleworking may help reduce gender inequalities, support caregiving responsibilities and improve mental health. In the post-pandemic context, these measures emerge as essential social tools for shaping more equitable, inclusive and resilient labour models within contemporary societies. Originality/value This study adds value by integrating home-based telework, flexible working hours and fatigue into a unified analysis of WLB. Although previous research has often examined these variables separately, their interaction and the role of fatigue remain underexplored. This study offers a novel perspective on how these factors influence employee well-being and organisational performance, thereby providing valuable recommendations for designing more effective human resource policies.

The study investigates the impact of stress management and work-life balance on employee well-being, exploring the moderating role of psychological capital (PsyCap) among IT employees in Pakistan. The findings reveal significant positive correlations between stress management, work-life balance, and employee well-being. Psychological capital acts as a moderator, amplifying the positive effects of stress management and work-life balance on well-being. Employees with higher PsyCap resources are better equipped to manage stress, achieve work-life balance, and experience greater well-being. These findings highlight the importance of promoting stress management practices and PsyCap development in organizations to foster a healthier and more productive work environment for IT employees.

Corporate wellness programs are integral initiatives adopted by organizations to enhance the physical, psychological, and emotional well-being of their employees. These programs aim to facilitate healthier and happier lifestyles among employees, consequently fostering heightened productivity, job satisfaction, and overall organizational prosperity. A crucial component of these initiatives is achieving work-life balance, as maintaining a harmonious equilibrium between professional responsibilities and personal life is vital in preventing stress and burnout. This research endeavors to explore the concept and significance of work-life balance and corporate wellness programs, examine various corporate wellness initiatives currently implemented within organizations, analyze the impact of corporate wellness programs on balanced worklife, and investigate the correlation between work-life balance and corporate wellness initiatives. In today’s fast-paced and demanding work environments, maintaining a healthy work-life balance has become increasingly vital for both employee well-being and organizational success. This study examines the impact of work-life balance initiatives on employee well-being and organizational performance, emphasizing their strategic importance in modern workplaces. By reviewing relevant literature, including theoretical frameworks and empirical studies, this research explores the connection between work-life balance initiatives, employee satisfaction, and organizational effectiveness.