OD Interventions Research Articles

Improving the Intervention Effect of Employees’ Job Satisfaction on Employees’ Job Engagement Through ODI: an Action Research Case Study of ICBC Bank Hunnan Branch

Background and Aim: This investigation explores the link between employee engagement and job satisfaction at ICBC Bank in China, using John Kotter's 8-step Change model for organizational development interventions (ODI). The study aims to identify and improve job engagement factors through an action-oriented approach. Data was collected from 33 employees at the ICBC Shenyang Hunnan Branch using a survey tool, analyzing variables such as managers' leadership styles, employee communication competence, job satisfaction, and employees’ job engagement. Materials and Methods: The mixed-method research strategy analyzed the differences in variables before and after the ODI phase using a paired sample t-test. The organization development intervention (ODI) activities included group dynamics, appreciative inquiry, coaching leadership, goal setting, and team building to modify leadership styles, motivation, and communication competence and influence employees' job satisfaction and engagement. Results: The post-ODI results indicated significant improvements in leadership styles, motivation, communication competence, and subsequently, job satisfaction and engagement among employees. "The researcher's recommendation promises to deliver significant results by implementing the ODI design in as many as 250 ICBC branches in Shenyang. This approach paves the way for a more efficient and streamlined banking operation to enhance employee satisfaction and engagement. Conclusion: Quantitative and qualitative results prove that the IVs are significantly related to the intervening variables. In other words, as the IVs improve, the intervening variable also improves. The study underscores the efficacy of targeted OD interventions in enhancing job satisfaction and engagement, offering a model for broader application within the banking sector

REDUCING CAREGIVER BURDEN: GROUP PSYCHOEDUCATION FOR CAREGIVERS OF PATIENTS WITH DEMENTIA

<h3>Introduction</h3> Dementia is a growing problem, with the WHO projecting 83 million people with dementia internationally by 2030(1). More than 60 percent of people with dementia in the US are cared for by an informal, unpaid caregiver(2). Rates of depression and anxiety among caregivers of people with AD are higher than the rates of anxiety and depression in caregivers of people with other disabilities(3). There are limited studies comparing modalities od interventions for caregivers of people with dementia, ie virtual v in person. This study addressed whether an interactive caregiver psychoeducation course relives caregiver burden equally when delivered virtually compared to in person. <h3>Methods</h3> This study provided interactive psychoeducation sessions (1 hr /wk for 8 weeks) followed by two one hour strategy workshops. Research participants were assigned to virtual, in person or a control group. Participants were given questionaries pre, midway (wk5), and post psychoeducation (wk 9) and post strategy workshops (wk13). The measures utilized in these questionaries are the Center of Epidemiologic Studies Depression Scale(CES-D), State-Trait Anxiety Inventory for Adults (STAI), The Positive and Negative Affect Schedule (PANAS), The Perceived Stress Scale (PSS-10), and the post participation satisfaction questionnaire. <h3>Results</h3> Preliminary results show CES-D Participants trend toward improvement, week 5 to week 9 change modest (Lower score on CED-D Improvement) STAI Increase in positive score (Increase on "positive" STAI Improvement) and Decreased in negative score between baseline and week 5, but not week 9 (Decrease on "negative" STAI and PANAS Improvement) PANAS Increase in positive score (Increase on "positive" STAI Improvement) and Decreased in negative score between baseline and week 5, but a rebound in week 9 (Decrease on "negative" PANAS Improvement) PSS-10 Decrease across timepoints (Decrease on PSS-10 Improvement) <h3>Conclusions</h3> Based on preliminary analysis, trends for the virtual psychoeducation group do suggest improvement, but variability between scores within the small size of the sample thus far means that no results are statistically significant. Given the power analysis, this is expected. Conclusions are limited due to the ongoing nature of this study and small sample size. <h3>This research was funded by</h3> EVMS CRG grant funded Chart: https://apps.aagponline.org/abstracts/uploads/2022/83z17g1ropx5q1m.pdf

A Study on the Effectiveness of Competency Mapping in Enhancing Organizational Excellence with Special Reference to Salem Steel Plant in Salem District of Tamilnadu

One of the four conditions gives rise to the need for OD interventions. First, the organization has a problem; something is “broken” Corrective actions - interventions - are implemented to “fix” the problem. Second, the organization sees an unrealized opportunity; something it wants is beyond its reach. Enabling actions - interventions - are developed to seize the opportunity. Third, features of the organization are out of alignments; parts of the organization are working at crosspurposes. Alignment activities - interventions - are developed to get things back “in sync”. Fourth, the vision guiding the organizations changes; yesterday’s vision is no longer good enough. Actions to build the necessary structures, processes, and culture to support the new vision. Interventions are developed to make the new vision a reality.

The Impact of an ODI on the Development of Leadership, Employee Motivation and Employee Engagement towards Better Performance of Employees: A Case Study

Purpose: Leadership, Motivation and Employee Engagement has been a key essence of improving the performance of employee by means of job engagement, job satisfaction and individual performance towards achieving team performance. The organization, OV Logis-tics (Myanmar) Ltd, Singapore owned and managed, Logistics & Freight Forwarding and Supply Chain Solutions service provider in Myanmar, with 81 employees had been selected to identify the focal challenges and in placed the action research. 4 variables had been identified. Design/Methodology/Approach: This research included a mix method of study to collect the data by understanding the current challenges towards the object of this study upon completion of the quantitative data collection before and after the OD interventions, which was analyzed using paired t tests, Wilcoxon and Spearman Correlation. Findings: The findings indicated a strong significant connection between leadership, mo-tivation, employee engagement and better performance of employees. The findings had been presented to the management and employees of OV Logistics (Myanmar) Ltd, in which the connection and significance of Leadership, Motivation and Employee Engagement had been inter-connected each other as to have the better performance of employee. Practical Implications: Despite the study gives the organization to consider further re-search on the area of “the management and internal organization conflict” and “chang-ing organization behavior” toward the organizational achievement. Originality/Value: The research contributes the conceptual framework, theoretical frame-work and action research framework in order meet the objectives of the study as well as contributing the guidelines for the organization for the next level of action plans to over-come the challenges in the competitive market.

Effect of OD Interventions on Building High Performing Teams

Od Interventions Have Become Mandatory In The Current Scenario Of Organizations. Effective Od Interventions Aims To Improve The Performance Of The Organizations. These Od Interventions Involve Employees Trust And Support, They Respect The Opinions Of People And Confronts The Issues. There Are Different Types Of Interventions To Be Followed For Different Issues In The Organisation. Od Professionals Have Defined Which Interventions To Be Followed Against Each Type Of Issues. Sometimes Mix And Match Of The Interventions Will Lay A Successful Role. This Paper Describes Few Types Of Interventions And Dependency Of The Team Building On Od Interventions.

Impact of Human Interventions on Employee Performance in Organizations

Interventions are designed to deliberate challenges of status-quo.it deliberately takes the organisation to the new improved efficiency. OD interventions have to be implemented effectively to improve the organisation performance both at individual and organizational level. Proper mix and match of interventions are to be chosen to get the required results. This paper discusses the human process interventions that helps to enhance the performance of the individuals. Human process interventions are concerned with interaction among the members of the organisation like communication, decision making, leadership and group dynamics. Human process interventions aims to improve the interpersonal relations and group dynamics. It also relates to help members to self asses in terms of their behavior and thereby bringing improvements that will enable them to work better in groups which in turn increases the performance of the group and the organisation.

Think Before Getting Addicted to Smartphones !

In the present times, individually, everyone, knowingly or unknowingly, has acquired a habit of integrating cell phone usage with their day to day lives. Perpetually, this has developed an addiction towards smartphones. Philanthropists and academicians are inclined towards knowing whether this habit is really an act of updating to make oneself more tech - savvy or whether such a habit makes any value addition to our lives. Henceforth, it was quite essential to investigate the effect of smart cellphone usage on behavioral issues of people and to determine what kind of changes are brought in an individual's psyche and psychology due to excessive usage of smartphones. Previous studies focused more on understanding the different aspects of smartphone usage but rarely tried to determine what happens if anyone uses smartphones in excess. In our research, we established the triangulate relationship between smartphone usage, technostress, and conflict behavior. We determined whether smartphone usage leads to technostress impacting an individual's conflict behavior or whether technostress mediates this relationship. The study was conducted among respondents in the age bracket of 17 - 66 years representing various social strata. This research was quantitative in nature and used SEM to validate the relationship between smartphone addiction, technostress, and conflict behavior. The results of the research concluded that there was a significant impact of smartphone addiction on conflict behavior. This research has strong implications for HR managers to design various OD interventions for employees; philanthropists/counselors to start movements for youngsters and older people to harmonize their intra-personal issues.

Discovering critical-subaltern voices: an interpretive approach for transforming OD

PurposeThe dialogic nature of new organization development practices brought a dramatic shift in relation to the way OD has had been practiced in the past. However, contemporary literature indicates that OD still has to go a long way if it has to play a central role. The purpose of this paper is to speculate for the concerns being raised about OD practices and propose an interpretive approach to fill in the gaps.Design/methodology/approachThis paper traces OD’s glorious journey, which began with egalitarian values. This section builds on the dynamics of power and politics which was integral to the OD movement and further reviews and critiques the contributions of new OD approaches that has its foundations in postmodernism and social constructionism. In the second part, the paper discusses the critical perspective and introduces the concept of subaltern to fill in the gaps in new OD approaches. Further, the paper finds a ground to integrate and redefine the boundaries of critical and subaltern studies.FindingsThe paper proposes an interpretive approach for designing and carrying out OD interventions and introduces the concept of critical-subaltern OD. This approach recognizes the importance to engage with the dialectics or contradictions present between (and within) OD interventions. Through this interpretive approach, the author positions critical-subaltern voices as an integral part of OD interventions and change management.Practical implicationsThe interpretive approach gives an insight into the unacknowledged and unheard socially constructed realities of change and OD practices for sensemaking. The approach would also be instrumental in enhancing the levels of engagement and productivity in unacknowledged and non-dominant employees.Originality/valueThis paper is a departure from the modern literature of critical management studies and builds on the critical theory on OD. The paper proposes by roping in the benefits of subaltern studies into OD practices. The paper builds ways to include voices of those, who never gain a voice. In brief, toward the end of the paper, the author proposes an interpretive approach and moves toward critical-subaltern OD. Through this interpretive approach, the author positions critical-subaltern voices as an integral part of OD interventions and change management.

사회적 자본 및 공동체의식이 주거만족에 미치는 영향관계 : 대구지역 공동주택 거주자를 중심으로

ABSTRACT Our central thesis is that of Jesus Christ of Latter-day Saints, nicknamed Mormons, has created a culture which is not only friendly to but which also encourages change. This culture grows out of doctrinal preferences which recognize importance of change to processes of personal and institutional growth, and which has therefore been receptive to administrative practices which encourage same behaviors, albeit under a different nomenclature, that OD theory, practice, and interventions support. INTRODUCTION The of Jesus Christ of Latter-day Saints has a history of adapting to change. It was, in fact, created with idea of change in mind, and structured accordingly. founder Joseph Smith compiled, for instance, a group of revelations in a book of scripture called The Doctrine and Covenants, which is divided into 138 sections, or chapters. In writing preface to this book, as well as in what until recently was final section, missionary work was principal emphasis. This mandate to grow, or change, is at foundation of everything does, and a great deal of administrative experimentation has shaped successive missionary approaches over years. Nothing has focused attention more directly on institutional and individual change processes more than missionary work, and it has all had effect of creating a very adaptive system. Based on our life-time experience with Church, we suggest changes within seem most probably to be facilitated by: 1) an underlying belief that it is destiny of to grow, and that it therefore must be adaptive. A central mission, if not central mission, is growth. 2) The doctrine that God continues to speak, by revelation, to Apostles and Prophets in this day. A God who continues to talk is one who wants people to change. Otherwise He would be silent. 3) An underlying doctrinal theme that men and women are agents of Deity, responsible to Him for conduct of earthly affairs within His Church, and accountable to find most effective ways to get things done. This too implies need to change constantly. Because shares common goals and purposes with so many other organizations, it is not surprising that common elements of culture are also shared. This creates somewhat of a curiosity. On one hand, we choose to think we are unique, individual, and therefore different from all others; on other hand, we share much in common with many, creating what Joann Martin et.al. (1983), in another context, has called a uniqueness paradox-we think we are unique, but paradoxically, we are vastly similar. Our identity is found in both similarities and differences. In world of religious and spiritual preferences, for example, who is to be surprised that Protestant community shares much in common with Catholic community from which it broke, or that both Protestant and Catholic orthodoxies hold much in common with earlier Judeao-Christian ethic from which they both descend? The Catholic Mass, for example, is child of Jewish Synagogue service, and carries therefore some of values and preferences of parent. One unique expression of religious values is that expressed by of Jesus Christ of Latter-day Saints, sometimes called by nickname Church (hereafter called the Church), because of belief that The Book of Mormon is sacred scripture, in exactly same sense that Bible is scripture. In 1820's and 1830's Joseph Smith announced that in answer to his search for religious truth, he received a number of visions and revelations, through which knowledge of God, once preached by Jesus and His apostles, but lost through generations of apostasy, was restored. In making this announcement, Joseph charted a unique course in Christian community: 1) he announced that he was a prophet, not in some social do-good sense of helping solve social problems, but in sense that he received revelations from God in harmony with which men and women might be saved in Kingdom of Heaven; 2) that same revelations which he had received others might receive as well, and thus come to know independently of his prophetic station, and 3) that church he established was a restored church-not reformed, as Protestant community asserts, nor a continuation of an ancient inheritance, as Catholic, Orthodox and Coptic communities assert, but a return to ancient but eternal truths, as word restore implies. …

Introduction of OD Interventions at Vijaya Ortho and Trauma Center (VOTC), Belagavi

Introduction of OD Interventions at Vijaya Ortho and Trauma Center (VOTC), Belagavi

Challenges in Process Consultation Across and Within Cultures

This study investigates multidimensional aspects of process consultation to integrate diverse individuals and groups in post-modern organizations while considering how process consultants deal with challenges across and within cultures. The rapid globalization of recent years has meant that process consultants have more opportunities to work with clients who have multicultural backgrounds. The existing model of process consultation does not consider cultural diversity or the socioemotional dynamics of diverse workgroups. This paper explores process consultants’ verbal and nonverbal behavioral communication patterns based on the cultural mosaic framework. The study contributes to the literature regarding OD interventions and process consultation by suggesting how OD practitioners can support multicultural clients.

A merger on probation: Can organization development produce lasting change?

This study reports the 25-year-impact of OD interventions surrounding the merger of a probation department in the public sector. Using a quasi-experimental design, within the framework of Kotter’s ...

Reflections and Perspectives on the Future of Organization Development Interventions: Honoring Christina Sickles Merchant's Life

This short piece honors contributions of Christina Sickles Merchant by reflecting on what she felt deeply about OD, how she transcended the boundaries between OD practice and the conflict resolution management fields, and reviewing some concerns and thoughts about the future of OD interventions within this context.

Organization Development Intervention Towards Effective and Efficient Performance of the Presbyterian University of East Africa (Puea) Kikuyu Campus, Kenya East Africa

This study was on Organization development interventions on the effectiveness and efficiency as a means of increased performance of an organization the case of Presbyterian University of East Africa (PUEA). The research was both descriptive and comparative in nature done in four phases: Assessment of the Organization, OD Interventions, Monitoring and implementation and finally evaluation of the identified problems. The pre and post intervention data was collected from 25 staff who was involved in the study through administering of a 35 questions questionnaire, observation and interviews on specific people. The focus was on VMGS, Structure, Process, People and Technology. The t-test and p-value analysis showed a significance change leading to the rejection of the null hypothesis. The study concluded that the Intervention activities brought about the effective and efficient performance at PUEA. Further, it is an indicator that with the full implementation of the strategic plan, PUEA would achieve optimum performance. Based on the outcome and for continuity and sustainability, the study recommends that all the organizational development intervention activities done in the VMGS, Structure, Process, People and Technology should be institutionalized in the organization practices for increased performance.

Values and Belief Structure of OD Practitioners in the GCC region

This paper is intended to define OD practitioner’s values and belief structure in the Gulf Cooperation Council (GCC) including attitudes, motivators, and rewards. A comparison is made across OD practitioners set of beliefs in the GCC region versus United States (U.S.) and global OD practitioners. Furthermore the research addresses the future of the OD field in the studied region and identifies the most used OD interventions.

The Complexity Science Organizational Development Practitioner

Complexity science ideas have recently begun to be applied to organizational dynamics. This set of ideas, primarily learned from the natural sciences, appears to hold great promise for improving organizational functioning. At this early stage, it has not been obvious how to apply some of these ideas to organizations. A wide variety of schemes and designs are being considered and attempted. By its nature, complexity science provides great variation in its approaches. At the same time, a common body of concepts exists among other differences. This paper will offer the first known taxonomy for understanding different and similar complexity science OD interventions.

Introduction to the Special Issue on Bridging the Scholar–Practitioner Divide

The scholar-practitioner divide has been an enduring feature of both organization change scholarship as well as of the broader management field. After several proposals of how the divide can be bridged, over several years, a gap still remains however as evidenced by continued interest in this theme, stated missions of journals, article and book publications, and special issues such as the current one. As with the challenge itself, the sources of the challenge (which simultaneously act as persistent barriers to addressing it) are also multidimensional. They are based on interrelated and mutually re-enforcing institutional factors (for example, the privileging of thought and analysis over action in Western philosophy), organization-based factors (such as perceptions of universities as bastions of knowledge, and their support of pure research) as well as individual factors (such as the training and preferences of management scholars and the nature of their career paths and incentives). Given the nature of the challenge, proposals for addressing it would necessitate a long-term outlook, and solutions to be employed within gestalts rather than singly. The papers selected for this special issue address different angles of the challenge and offer useful and well-considered avenues for addressing it. The themes range from addressing the nature of OD interventions in a way that privileges theory/practice interrelations (Romme, 2011), enhancing impact through collaborative research practice (Antonacopoulou, Dehlin & Zundel, 2011), identifying incongruencies in management scholars’ and practitioners’ views of relevance that may compromise joint efforts (Nicolai, Schulz & Gobel, 2011), reconceptualizing organization development as a process of engaged inquiry (Hutton & Liefooghe, 2011), examining whether practice-based strategy research indeed leads to relevant knowledge (Splitter & Zeidl, 2011), to arguing for a radical shift in the conceptualization of the challenge itself (Markides, 2011). The opening paper by Romme offers an “artifaction” perspective to organization development interventions (based on the view that organizations are socially constructed

Neurolinguistic programming: does it have a role in supporting learning or OD interventions?

PurposeThis article provides an overview and consultant experience of using NLP in learning and organizational development situations.Design/methodology/approachThe paper includes a theoretical discussion of NLP as a potential learning and OD tool and practical examples of how it has been utilized within the context of HR and LD practices.FindingsThe paper demonstrates that NLP can be effectively used in a learning and OD context and has both benefits and limitations.Practical implicationsNLP is a “soft skills” toolkit that develops and builds on performance excellence and as such is ideally placed to be used as an adjunct or support to standard learning and OD practices. It also provides an excellent diagnostic and change management tool to enable effective OD.Social implicationsThe human potential is a core asset of many businesses. NLP works with the subjective experience of individuals and provides an opportunity to harness the strengths within the workforce and use these to maximum benefit.Originality/valueThe paper proposes that NLP is an effective support methodology to standard learning and OD practices and provides simple examples of how this has been done.

OD OR NOT AN OD - A CASE STUDY ANALYSIS OF ORGANIZATIONAL DEVELOPMENT PRACTICES IN GOVERNMENT SECTOR ORGANIZATIONS IN PAKISTAN

Purpose-Purpose of this case study and its analysis is to highlight the structural and functional changes in the government sector organizations in Pakistan undertaken under the name of organization development. Whereas, in fact, there is a great mismatch between the theory and practice of organizational development as far as the government sector organizations in developing countries like Pakistan go. Methodology-The study is based on comprehensive literature reviewed critically and the diverse factors affecting these two activities as tools of employee development identified including their prerequisites and possible barriers in the way of their introduction and application. Findings-In theory and practice both, Organizational development is aimed at improving an organization's performance and individual development of its employees. It focuses on the health of an entire organization rather than a particular group or certain individuals. This process requires the organization be viewed as a consistent system composed of many subsystems, the human resources being the most important one. Involvement of the people in the process of organizational development is hallmark of this process. Practical Implications-Findings of the case study have professional implications for the OD practitioners. They, perhaps, may not follow the OD good practices in certain OD interventions that are context specific like team-building, participatory management style, MBO, job enrichment, reward administration etc. similarly, nor can they suggest long term OD interventions keeping in view the ad hoc nature culture and system of such departments.

PRESERVING THE PEACE THROUGH ORGANIZATION DEVELOPMENT: 30 YEARS OF SUCCESSFUL ORGANIZATIONAL CHANGE.

This paper examines the impact over a 30-year period of a four-year organization development project. Interventions included confrontation team-building sessions, organizational restructuring, and additional interventions. Results include improved organization climate and leader effectiveness, decreased employee turnover, jail breaks, and citizen complaints, and improved organizational effectiveness. This research becomes the longest longitudinal study of the effects of OD interventions in the behavioral science literature.