Organization Development Interventions Research Articles

Improving Children’s Services Engagement of Fathers in Child Protection: Logic Model for an Organisational Development and Staff Training Intervention

AbstractThere is a long-standing and ongoing problem of practice with at-risk families in child welfare work focusing primarily on mothers and failing to properly engage fathers. The article describes a child welfare innovation from the UK designed to tackle this issue—the ISAFE (Improving Safeguarding through Audited Father-Engagement) intervention, developed by The Fatherhood Institute and The Children’s Social Care Research and Development Centre (CASCADE) at Cardiff University and based on two previous separate interventions which had positive initial evaluations. ISAFE combines in-service social work practitioner training with other elements of organisational development to improve the engagement of fathers. Activities targeting organisational culture are case file audits, identification and training of team champions, and a webinar for service leaders. The practitioner training involves both awareness raising about the importance of engaging men and skills development via an introduction to motivational interviewing. ISAFE’s theory of change is summarised in the form of a logic model. Limitations of the intervention and its evaluation are discussed.

Examining the predictive validity of a managerial coaching scale: a longitudinal study.

Managerial coaching remains a widespread and popular organizational development intervention applied across numerous industries to enhance critical workplace outcomes and employee attitudes, yet no studies to date have evaluated the temporal precedence within these relationships. This study sought to assess the predictive validity of the widely used Employee Perceptions of Supervisor/Line Manager Coaching Behavior Measure managerial coaching scale (CBI), employing a longitudinal design and following the testing of the causal hypothesized relationship framework. Three hypotheses were evaluated using three commonly associated variables with managerial coaching (role clarity, job satisfaction, and organization commitment), using longitudinal data collected over two waves from full-time US employees (n = 313). The study followed a two-wave design, collecting data over two time points to test for longitudinal measurement invariance and three reciprocal cross-lagged models. Results detected statistically significant cross-lagged and reciprocal cross-lagged effects in the role clarity and organization commitment models, highlighting a reciprocal relationship between managerial coaching behaviors and the two variables. However, only the reciprocal cross-lagged effect was statistically significant in the job satisfaction model. Findings suggest the predictive validity of the CBI scale for role clarity and organization commitment. Moreover, results indicate employee attitudes influenced managerial coaching behaviors over time across all three models, emphasizing the potential impact of employee attitudes on leadership effectiveness. This study highlights the complex relationships between managerial coaching and workplace outcomes, offering nuanced insights for improved understanding.

Employee Development and Organizational Performance: The Role of Strategic Organization Development Interventions

Employee Development and Organizational Performance: The Role of Strategic Organization Development Interventions

Classification of Organizational Development Interventions: An Exploratory Literature Review

Organizations need contemporary strategies to deal with the "polycrisis" corporate environment. Organization Development (OD) interventions offer solutions to address current and future challenges. However, there is still "ambiguity" in OD interventions for students, academics, and business planners in Saudi Arabia and Pakistan. The study aims to classify OD interventions based on the types of performances they demonstrate to remove the "ambiguity." We conducted an exploratory literature review study to explore the phenomenon. We classified OD interventions, with examples, into four different groups: structural, technological, behavioral, and strategic. The findings recommend value-producing corporate cultures because industries are moving towards "smart factories" and "smart units." Positive behavior, satisfaction, determination, and trust among employees are the main instruments to improve performance. The findings also suggest that OD courses be taught at the university level to improve students' "employability." The conclusions have significant implications for business students, academics, and business strategists in Pakistan and the Kingdom of Saudi Arabia.

<b>The Impact of Behavioral Organization Development Interventions on Employee Development and Organizational Performance. A Mixed Methods Approach</b>

Corporate planners have found that organisational performance (OP) presents a significant strategic challenge and complication. They are looking for solutions to the problem of how to maintain their competitiveness in the global market while establishing a strategic position. Organizational development (OD) interventions provide solutions to these challenges and complications. We employed the mixed-methods explanatory sequential design and tested the effects of seven OD behavioral interventions on OP, including coaching, reward systems (RS), career development plans (CDP), financial assistance program (FAP), pay systems (PS), and training and development (T&D). The aim of this study was to support corporate planners and practitioners. We defined the OP as growth in financial performance (FP) (G). We employed employee development (knowledge, skills, and abilities) as a mediator. We sent 800 (sample size) questionnaires to HR heads, and 762 completed ones were returned. We use a stratified random probability sampling method to choose a sample of 800 firms from the population, which is all listed firms with the Security and Exchange Commission of Pakistan (SECP). We employed SPSS Version 20 to perform regression analysis. We calculated coefficient β values, t- and p-values, adjusted R2, and F-statistic values were computed and determine the causal influence. We conducted mediation analysis the four-step method proposed by Baron and Kenny (1986). Goodman and Sobel Preacher and Leonardelli (2001) used a web-based technique to conduct tests to confirm the mediations among variables. We conducted a focus group of ten OD professionals to gather qualitative data, conducted thematic analysis then merged the data to obtain insightful findings. The findings are valuable for OD practitioners and the study is a step towards a Green-OD Community.

Leadership development through 360-degree multi-rater feedback—An experience sharing of need, approach, roll-out, and the impact

The organizational development (OD) interventions carried out by the assessment center identifying the competencies becomes effective only if the expectation of the stakeholders is met. A 360-degree multipurpose intervention is to assess and develop project director’s leadership capabilities and enable them to execute Mega Infrastructure Projects in India executed by Larsen and Toubro, the leading engineering, procurement and construction (EPC) players of India. Implementing such Mega Projects by maintaining time, cost, safety, and quality parameters require leadership skills of high order. To meet out this requirement implementation partner interacted with few project directors from each business verticals such as nuclear, hydel, metro, defense, special bridges and ports and harbor, to understand the role holders’ challenges and the expectations. L&T Heavy Civil Infrastructure (HCI) Leadership Competency framework was thus drafted looking into the role intensity and specific role-based challenges of the Mega Project Leaders. The questionnaires were designed to cover all dimensions and sub dimensions of 8 competencies, covering 40 behavioral Indicators. the questionnaires were hosted on the online platform to including self, supervisor, direct repartees, peers, customers, and other stakeholders. Validation to the assessment of each dimension and sub-dimensions as qualitative feedback is done with simple average scores and the range. The study found that execution leadership was the highest rated competency followed by customer engagement and talent management. The study also found that strategic orientation and decision making were rated low compared to other competencies, got validated by comments of customers as well. This is quite evident from the feedback that was taken after 9 months of the intervention. The study by using Delphi technique revealed that by providing feedback from all stakeholders supported by systematic coaching, 88% participants showed improvement in the low rated items. The study further proved that with proper feedback and coaching at an individual level with required trust and keeping development as the core agenda and without linking to any other HR processes like appraisal and promotion, majority of the participants took full ownership, interest and worked on their individual competency development showing their learning agility.

Innovations Concerning Diversity Training and Organizational Development Interventions for Police Officers Using Reflection and Talking Circles

Abstract The paper explores a management consulting and organizational development intervention focused on employing new and innovative approaches to diversity training for police and law enforcement organizations through real-world interventions that explore human stories, connections, and dialogues as tools for understanding and change. The outcome of this approach is a more dynamic, productive, and constructive way to have more impactful and transformative organizational development and employee discussions, interventions, and training on diversity, inclusion, and cultural competence in law enforcement and all complex organizations. The intent of this discussion is not to reconstitute academic theory, but to influence the world of practice in a way that supports social change, because when applied, community-based research is important and relevant.

Transformational and transactional leadership behaviors and ethical perceptions: the effects of sensory processing sensitivity

PurposeSensory processing sensitivity (SPS) is a trait that affects people's thinking and behavior. People who are higher in SPS are more sensitive to internal and environmental stimuli. The present study examined the effects of transformational and transactional leadership behaviors on follower ethical cognition and perception and the role that follower SPS plays in that process.Design/methodology/approachParticipants read vignettes in which their leader was described as transformational or transactional. Participants then qualitatively answered a series of four emails asking questions about an ethical problem. Then they completed measures of ethical perceptions and SPS. Qualitative data were content coded to evaluate ethical cognition.FindingsResults indicated that people higher in SPS had lower ethical perceptions than people lower in SPS when their leader was transactional. However, when their leader was transformational, people higher in SPS had higher ethical perceptions than people lower in SPS. Results suggest that a match between a follower's SPS and a leader's behaviors can influence followers' ethical perceptions. Findings suggest that organizational leader and management development interventions should encourage leaders to use transformational behaviors to improve followers' ethical perceptions.Originality/valuePrevious research has examined the effects of transformational and transactional leadership on many outcomes for followers, including ethical attitudes and behaviors. The present study contributes to this literature by examining the effects of transformational and transactional leadership behaviors on ethical cognition and perceptions.

Analysis of the Micro and Macro Forces for Change and Design of Organization Development Interventions for Business Organizations in Pakistan

Analysis of the Micro and Macro Forces for Change and Design of Organization Development Interventions for Business Organizations in Pakistan

Pengembangan Dan Perubahan Organisasi Seiring Dengan Reinventing Dalam Sistem Organisasi Pendidikan

The aim of organizational development, especially educational organizations, is the formation of educational organizations within the provincial and district/city governments, so that educational units at all types and levels are open and generate trust for educators and the community. The organization is open and generates trust for educators and their community. Organizational development interventions tend to emphasize the application of collaborative or interpersonal and group strategies in coordinative or vertical inter-organizational action, in keeping with the spirit of reinvention. In the restructuring of education organizations or reinvented education to improve the activities and programs of the Provincial, District and City Education Offices in carrying out routine activities it must be changed, no longer using a bureaucratic approach with a participatory approach. The paradigm of the education apparatus must be changed, so that it is in accordance with the spirit of implementing school-based management in schools. By giving a big role to schools in the spirit of change, schools have high creativity to compete in improving the quality and quality of education in these schools

Psychological Contract Perspective and Implications in Small and Medium Enterprises

MSMEs are micro, small and medium enterprises which are contributing significantly to India’s total GDP. In fact, it is the growth engine of Indian economy which generates highest employments. This study attempts (a) to understand the importance of psychological contract (PC) in small and medium enterprises (SMEs), (b) to assess the extent to which organisational culture dimensions and happiness contribute in determining PC in SMEs. Three standardised questionnaires namely Organisational Culture: OCTAPACE Profile, Psychological Contract Scale and The Oxford Happiness Scale have been used to collect the data. Four hundred samples have been drawn from different SMEs. The statistics used is multiple regression analysis to analyse the data and interpret the results. The study has thrown many interesting results. The present research findings show that PC is the function of happiness and organisational culture dimensions. It is found that the dimensions of culture namely trust, collaboration and pro-action have come out to be the most promising influencers to PC along with happiness. Numerous studies have identified a strong linkage between PCs, organisational performance and productivity. Based on the findings organisation development (OD) and behavioural intervention strategies are suggested to enhance PC in SMEs.

Defining and implementing a smart working environment for employee sustainability: action research for organisational development and learning

PurposeThe purpose of this study consisted of an organisational development intervention in a growing small and medium-sized enterprises (SME) where the top management’s objective was to become an attractive workplace for the next generation of employees. The central problem is how to develop a smart working environment (SWE) based on the needs of this target group. The aim is both practical and theoretical.Design/methodology/approachThe action research (AR) approach was used as a frame for the organisational learning process. The problem identification, targets and activities were developed in an iterative process together with the management team and employees. Starting from the main problem, a methodological plan was outlined for the intervention, including several instruments for collecting both qualitative and quantitative data. AR is an emergent process in which data, researchers and participants are equally contributing in deciding on the next steps to be taken.FindingsThe theoretical findings pertain to the definition of what an SWE is in this specific context and how it evolved during the intervention period. It is identified as expansive learning of the concept, which is illustrated through the iterative phases allowing for the expansion of understanding and implementing new ways of being, doing and relating in the organisation.Research limitations/implicationsThe results are based on a limited and contextually specific sample and are thus descriptive in relation to the organisation subjected to study. Further research is needed to see how the findings are transferable to other contexts.Practical implicationsThis study highlights how participative approaches and managerial sensitivity to employees’ needs are valuable for defining and implementing an SWE and how this approach can improve organisational dynamics and contribute to organisational learning.Originality/valueThe study gives insight into factors that the new generation of employees finds most important at work. While prior research on SWE mostly focuses on efficiency and effectiveness framed by digitalisation and workspace, the present findings emphasise the importance of working with the socioemotional dimension at work for ensuring employee sustainability.

ANALYSIS OF ORGANIZATIONAL DEVELOPMENT PROCESSES AND INTERVENTIONS IN THE DIGITAL TECHNOLOGY INDUSTRY: AN OVERVIEW OF THE PRACTICES TO POLICIES FRAMEWORK

Many industry leaders are beginning to realize that digital technology is rapidly shifting its position in sync with organization development processes and interventions from serving as a marginal efficiency driver to becoming an enabler of fundamental innovations and disruptions as it moves from being a marginal efficiency driver to an enabler of fundamental disruptions. With the advent of digitalization, sweeping and large-scale transformations are occurring across multiple aspects of business, providing the opportunity to create and capture unique value as well as posing significant risks to the organization's development processes and interventions. In order to be prepared for the strategic implications of these changes for their organizations, industry ecosystems and society as a whole, business leaders across all sectors are grappling with the process and intervention development of their organizations. Currently, the economic and social implications of organization development processes and interventions are contested, raising serious concerns about digital transformation's wider impact. The purpose of this research is to provide an analysis of organizational development processes and interventions in the digital technology industry and to develop a framework for the application of policies to practices.

Indirect Effects of Organizational Communication on Organization Development Interventions: Towards A Theoretical Model

Indirect Effects of Organizational Communication on Organization Development Interventions: Towards A Theoretical Model

Moderated mediation between organizational culture and employee performance: the role of similarities in religious teachings and high-performance managerial practices

PurposeThe purpose of this study is to investigate the moderated mediation between organizational culture (OC) and employee performance (EP), with a focus on how high-performance managerial practices (HPMPs) affect OC’s indirect effect via similarities in religious teachings (SRT), which was put to the test.Design/methodology/approachData was collected from 275 working professionals. Partial least square structural equation modeling (PLS-SEM) was used for data analysis.FindingsThe results indicate that SRT mediate the relationship between OC and EP. HPMPs enhance EP by increasing the effect of OC on SRT.Research limitations/implicationsAs a part of people and performance management as a function of the human resource management team this study contributes to OC literature by exploring the role of similarities in religious teaching in enhancing EP and OC. The HPMPs are complemented by the SRT that enhance OC thereby improving EP.Practical implicationsThis study paves way for addressing the OC problems being faced by the organizations. Organizational development interventions to enhance the OC and its effectiveness in overall performance enhancement are complemented by SRT. This becomes a trigger point for practitioners to initiate interventions based SRT.Originality/valueTill now, there is no evidence examining the role of moderated mediation based on the SRT complementing HPMPs.

Co-workership: development of an assessment tool

Purpose The purpose of this study was to develop an easy-to-use, theoretically well-founded and psychometrically sound assessment tool of the concept co-workership. Design/methodology/approach Firstly, inductively generated examples of favourable and unfavourable co-worker behaviours were collected, clustered and then expressed as frequency-based Likert-type scale items. Data were obtained from 825 Swedish white collar workers and military personnel. A factor analysis (principal axis factoring with oblique rotation) resulted in a seven-factor solution built up by 30 items and forming the instrument Co-Worker Questionnaire (Co-Worker Q). Findings The factors have a strong resemblance to the content of dominating models of leadership, followership, organizational citizenship behaviour and leader–member exchange. The factor scales had relatively high reliability (high Cronbach’s alpha coefficients and low standard errors of measurement). Regarding discriminability, women scored more favourably on five of the factors, men on one factor and age differences were noted on two factors. Research limitations/implications Shortcomings include the lack of data on possibly related aspects including person factors, such as personality and socio-economic status, and contextual factors such as more detailed data on the type of work environment and organizational culture. Practical implications The instrument has an easy-to-use format and can be used in organization development interventions with a co-workership focus and in individualized coaching or mentoring programmes. Originality/value The co-workership concept has so far mainly been used in the Nordic countries. The development of the Co-Worker Q opens up for broader applications.

Interplay of organizational climate and global citizenship skills of public elementary school teachers in Maddela I and II districts: A basis for organization development intervention

Interplay of organizational climate and global citizenship skills of public elementary school teachers in Maddela I and II districts: A basis for organization development intervention

Management Equity: Parish Administration and Pastoral Leadership

The thin line between management from leadership inside an organization is something that many people in positions of power constantly face and experience. Leaders usually take on administrative obligations and carry out a number of administrative duties. On the other hand, leadership and administration are two unique, but complimentary, systems of activity. This study aimed to determine the level of Parish administration and Pastoral leadership of the clergy in the Diocese of Tagum. Findings of the study will serve as basis for the diocesan organizational development interventions program. The study utilized descriptive-correlational design as well as comparative design. The study was conducted among the ten parishes under the Diocese of Tagum for CY 2014. There were 593 respondents of the study comprising the clergy, parishioners, parish workers and apostolate. It employed a research instrument based on the framework of McKinsey’s 7S. The study employed frequency and percentage, pearson-r correlation and one-way analysis of variance to treat the data. Parish administration is very satisfactory. The vision and mission is also very satisfactory. The level of pastoral leadership is very satisfactory. There is interaction effectively with people, balancing positive regard for self with positive regard for others and working harmoniously with peers, superiors, and subordinates in the workplace, which is very satisfactory. It is concluded that there is a significant relationship between parish administration and pastoral leadership. Also, there is a significant difference on pastoral leadership across clergymen. Parish administration has a significant effect on pastoral leadership. This means that improving parish administration improves the pastoral leadership.

Organization development intervention and organizational performance: A case study of the SEED GROWERS Foundation in Ghana

There are numerous organizational development strategies available to assist organizations in becoming more effective. One of these strategies is organizational development diagnostic, which entails examining an organisation's current situation in order to decide the best course of action for future growth and development. The SEED GROWERS foundation was used as a case in this study to create evidence of the effects of organizational development intervention on organizational performance. To meet the study's aims, both qualitative and quantitative research methods were used, and data was gathered utilizing an organization capacity assessment instrument. The measure was developed using the Weisbord Six-Box Organizational Diagnosis Model, which comprises six variables: purpose, structure, connections, leadership, reward systems, and other helpful mechanisms. The outcome shows that the variables utilized in the assessment had a mean transformation score of 0.5, which is closer to the ideal score of one (1) than the pre-assessment mean score of 2.3. According to the computational results, the organizational development interventions were effective in moving the mean value closer to the ideal situation. Again, the Cohen's d test analysis score of 1.0 confirmed that the effect size of the transformation that happened as a result of the organizational development intervention is significant. What the above suggests is the effectiveness of organizational development intervention in fixing organizational problems, devising solutions, implementing, and assessing them. The report proposes that non-governmental organizations undergo organization development interventions on a regular basis in order to enhance their growth and development.

A conceptual analysis of the use of systems-psychodynamics as an organisation development intervention: A neuroscientific perspective

Orientation: Systems-psychodynamics as a consulting stance offers learning experiences that not only have links with the first organisation development interventions but also remains a popular approach for organisational consultation. Here, the argument is made that neuroscientific principles, as embedded in neuropsychotherapy, offer a lens for evaluating and improving the effectiveness of systems-psychodynamic interventions.Research purpose: The purpose of this study was to hypothesise about the effectiveness of systems-psychodynamic interventions, and to offer propositions for improvement.Motivation for the study: Studies on the effectiveness of systems-psychodynamic interventions from outside the same network of science-practitioners, are limited. Furthermore, no evidence of a similar study using a neuroscientific framework could be found in the English literature.Research approach/design and method: This was a conceptual analysis with theory adaption as an approach. Systems-psychodynamics was chosen as domain theory and was discussed first, followed by neuropsychotherapy as method theory.Main findings: It was hypothesised that, using the lens of neuropsychotherapy, systems-psychodynamics – with its focus on insight into unconscious processes – would most likely enhance fear-based learning. To facilitate transformational learning, the experience could be augmented through a better alignment with neuroscientific principles.Practical/managerial implications: There is a need to augment the role of the consultant as science-practitioner with the skills of a reflective practitioner. This will enable consultants to continuously critique and adapt preferred interventions, by integrating new neuroscience-related knowledge in those interventions.Contribution/value-add: This study contributes to the literature on organisation development interventions, and the reflective practice of the science-practitioner.