Organization Development Interventions Research Articles

Open Strategy-Making at the Wikimedia Foundation: A Dialogic Perspective

Dialogue is essential to open strategy processes, yet these processes have not been researched from a dialogic perspective. We therefore ask the question: What is the role of dialogue in open strategy processes? Our study of the development of Wikimedia’s 5-year strategy plan through an open strategy process reveals the endemic nature of tensions occasioned by the intersection of dialogue as an emergent, nonhierarchical practice, and strategy, as a practice that requires direction, focus, and alignment. Furthermore, our study suggests that context matters to both dialogic and open strategy processes and challenges universalist features of dialogue. Specifically, dialogic organization development and large group interventions perspectives can offer useful lenses to incorporate contextual features. Finally, our implications for practice suggest that particular organizing principles of open strategy processes can foster a healthy dialogic process in terms of enabling ongoing, diverse, and substantive interactions and inputs by stakeholders.

Participant experiences of transformational change in large-scale organization development interventions (LODIs)

PurposeThe purpose of this paper is to present a qualitative understanding of participants’ experiences in an exemplar large-scale organization development intervention (LODI). The purpose was to understand what contributes to the success of LODIs from participant experiences.Design/methodology/approachThe research design was a qualitative study of one-on-one interview findings (n=23) from participants involved in LODIs that spanned over four years in a complex healthcare system. Participants involved in the process represented clinical, operational, and support service staff as well as all levels from frontline to senior leaders. The 23 participants consisted of 13 women and ten men.FindingsThe qualitative analysis showed that participants reported experiences of transformational change, where contextual conditions as well as personal and organizational transformation processes existed in the LODIs. Contextual conditions were shown to have a multiplier effect on the attainment of transformation in what was considered a successful large-scale change, where desired business outcomes were also achieved. Further, access to shared transformational experience is what created context for the sense of community, responsibility, and accountability that spurred change agents into action.Originality/valuePrior theory and research shows that large-scale and similar organization development interventions result in transformational change, deepened relationships, and successful outcomes as a result of organizational change processes such as emergence and generativity. This study provides new insight into why LODIs work from participants’ perspectives. These findings may be used to design successful LODI processes and expands research to include and be informed by participants’ experiences, in a field predicated on stakeholder involvement to begin with.

Knowledge elicitation practices for organizational development intervention

Based on a sensemaking methodology and the use of narratives from a case study in a quality assurance department of an electronics manufacturing company, a Group Reflection and Inquiry Protocol (GRIP) technique is developed to solicit judgmental knowledge from the staff of an organization in regard to formulating business strategy. The method combines knowledge elicitation (KE) and organizational development (OD) intervention for the change to be brought about in an organization. An open communication platform is created for the participants, with minimum influence of the consultant, as well as there being no demand for any special expertise of the consultant or researcher in the OD intervention.

Prevention Research in Schools

The August Vollmer Award Address is intended to focus on contributions to justice and on the recipient's research and policy experiences. This is a story of one person's career devoted mainly to developing effective collaborations between researchers and practitioners to produce useful knowledge. Her early work focused on delinquency prevention in schools and included evaluations of two different efforts aimed at altering school and classroom environments to reduce student misbehavior in Charleston, SC, schools, and an organization development intervention intended to reduce violence and related problem behaviors in Baltimore City, MD, schools. For many years, the author directed a project that provided research expertise to the Maryland Governor's Office of Crime Control and Prevention. She also partnered with public agencies to develop and implement randomized experiments to test the effectiveness of the Baltimore City Drug Treatment Court, the Strengthening Families Program in Washington, D.C., and afterschool programs in Baltimore County, MD. She is currently implementing a randomized trial of a gang prevention program in Philadelphia, PA, and a study of the effects of School Resource Officers in Florida and California.

Strengths, opportunities, aspirations, and results: An emerging approach to organization development

Organization development (OD) interventions have typically relied on the strengths, weaknesses, opportunities, and threats (SWOT) framework for strategic planning. The strengths, opportunities, aspirations, and results (SOAR) framework is a relatively new innovation in OD that may serve as a viable alternative to SWOT for those who wish to apply an appreciative inquiry approach. This paper presents the results of a scoping study in which the limited but varied literature support for SOAR is reviewed. An extensive search uncovered 27 publications pertaining to SOAR, which were then analyzed chronologically and thematically. Although findings include an overwhelmingly positive appraisal of SOAR, many gaps were uncovered in the literature and research regarding empirical support for the framework.

Development and implementation of an employee empowerment plan for sustainable competitive advantage

Many organizational change and development interventions have centered around the concept of employee empowerment. Employee empowerment is usually understood as ‘getting workers to do what needs to be done rather than doing what they're told’. Organizations during the last few decades have been propagating employee empowerment for organizational effectiveness through practices like Participative management, Quality of work life, Profit sharing, the Quality circle movements etc. Employee Empowerment is presently recognized as one means by which managers can effectively manage organizations, which are characterized by a greater variety of influence channels, a growing reliance on horizontal structures and peer networks, a blurred distinction between managers and workers and a diminished attachment of employees to organizations. It has been established through researches and studies that empowerment influences both satisfaction and performance of employees. Employee Involvement and Empowerment has been used as a strategic business tool to enable fast decision making for greater business results through decentralization of powers, building a salutary and unified work culture and environment for peak employee and organizational performance. In a nut shell these are the factors which either individually or in combination are responsible for sustainable competitive advantage. The present paper is a combination of review of literature available in the area of empowerment research and the insight of the author as a practicing professional. The author has tried to suggest a step by step designing and implementation approach for employee empowerment in any organizational context.

Impact of employee wellbeing on psychological empowerment: mediating role of happiness

The present study was carried out to examine the influence of employee wellbeing on psychological empowerment (i.e., meaning, competence, self-determination and impact). Efforts have been made to investigate the mediating role of happiness in relationship between employees' wellbeing and empowerment. A set of standard questionnaires on psychological empowerment, wellbeing and happiness was used for data collection. Data were collected on 96 executives randomly selected from Indian service sector. Multivariate statistics were used for analysis of the data. The results of the study revealed that employee wellbeing was positively associated with employee empowerment. Happiness was found to be a significant mediator between employee wellbeing and empowerment. Implications of the study were discussed in the context of Indian service industry for possible organisational development interventions to enhance employee wellbeing for greater empowerment.

Impact of employee wellbeing on psychological empowerment: mediating role of happiness

The present study was carried out to examine the influence of employee wellbeing on psychological empowerment (i.e., meaning, competence, self-determination and impact). Efforts have been made to investigate the mediating role of happiness in relationship between employees' wellbeing and empowerment. A set of standard questionnaires on psychological empowerment, wellbeing and happiness was used for data collection. Data were collected on 96 executives randomly selected from Indian service sector. Multivariate statistics were used for analysis of the data. The results of the study revealed that employee wellbeing was positively associated with employee empowerment. Happiness was found to be a significant mediator between employee wellbeing and empowerment. Implications of the study were discussed in the context of Indian service industry for possible organisational development interventions to enhance employee wellbeing for greater empowerment.

Impact of Organizational Development Interventions

Impact of Organizational Development Interventions

Using Organizational Development for Electronic Medical Record Transformation.

With mandates requiring the transition from paper medical records to the use of electronic medical records, organizations are embarking on a change process. To engender this process, organizational development models and interventions based predominantly on the theories of Chris Argyris, Warren Bennis, and the team of Paul Lawrence and Jay Lorsch are explored. Interventions are subdivided into behavioral and structural as organizations benefit by recognizing a need for change and, perhaps, a cultural shift in addition to refocusing their mission. To support these interventions, a champion or super user is recommended to maintain the momentum of the transformation and enculturation. With so many changes in the internal and external environments, organizations must respond systematically for, in health care, lives depend on it.

Performance appraisal of the Frontline Extension System in north eastern region of India: A policy imperative

The difficulty prone and disadvantageous areas of the country, generally being untouched and unreached in terms of efficient execution of agricultural development programmes and policy measures, the frontline extension set-up is expected to be effective enough to voice and take over development issues of the inhabitant peasants. Concurrent to the concern, the present study aimed at a functionary level performance appraisal of the frontline extension system in north eastern region of India with a sample size of 231 Subject Matter Specialists (SMSs) from 59 Krishi VigyanKendras (KVKs) across the eight north eastern states. A principal component analysis based Composite Job Performance Index (CJPI) was developed to measure performance of the respondent SMSs in different job areas. The study revealed that the human resource development and organizational development intervention for harnessing optimum performance of the SMSs require immediate emphasis. The overall performance in the area of field crop production and improvement was the best among the seven thrust areas identified under the study, although performance in extension and communication modelling generated real concern as per the CJPI. A regression analysis depicted that gender, physical facilities, support and professional mentorship received from the host institute, and participation in knowledge sharing forums had significant association with job performance. Timely and adequately funding the KVKs for infrastructure development is crucial along with wilful self-updating and self-development on the part of the functionaries for harnessing optimum individual performance and thereby overall functioning of the frontline extension system.

Critical Review on Power in Organization: Empowerment in Human Resource Development

This study aims to analyze current practices, discuss about empowerment from theoretical perspectives on power in organization, and suggest the empowerment model based on organizational culture and the role of HRD. By reviewing Classical viewpoint of power, Luke’s three-dimensional power and Foucault’s disciplinary power, we discussed power and empowerment in organizational contexts. Power in organization can be conceptualized based on classical view, Foucault and critical view and Lukes’ three dimensional power. True employee empowerment is related to the third dimension of power. The role of HRD for empowerment can be categorized into two folds: (a) enhancing motivation and commitment in terms of psychological empowerment and,(b) bringing real power to employees. The proposed empowerment model assumes that organizational culture influences the dimensions of empowerment and the role of HRD for supporting empowerment. HRD needs to assess meaning of the power critically in particular contexts (Morrell & Wilkinson, 2002) before planning and implementing specific training and development (T&D) interventions for performance improvement and/or organization development (OD) interventions for innovation. This study attempts to review, analyze, and discuss issues regarding employee empowerment from human resource development (HRD) perspectives. Implications for the roles of HRD and empowerment model are proposed.

Critical review on power in organization: empowerment in human resource development

PurposeThis paper aims to analyze current practices, discuss empowerment from the theoretical perspectives on power in organizations and suggest an empowerment model based on the type of organizational culture and the role of human resource development (HRD).Design/methodology/approachBy reviewing the classic viewpoint of power, Lukes’ three-dimensional power and Foucault’s disciplinary power, we discuss power and empowerment in organizational contexts.FindingsPower in organizations can be conceptualized based on the classic view, Foucault and critical view and Lukes’ three-dimensional power. We found that true employee empowerment is related to the third dimension of power. The role of HRD for empowerment can be categorized into enhancing motivation and commitment in terms of psychological empowerment and bringing real power to employees. The proposed empowerment model assumes that organizational culture influences the dimensions of empowerment and the role of HRD for supporting empowerment.Practical implicationsHRD needs to critically assess the meaning of power in particular contexts (Morrell and Wilkinson, 2002) before planning and implementing specific training and development interventions for performance improvement and/or organization development interventions for innovation.Originality/valueThis study attempts to review, analyze and discuss issues regarding employee empowerment from HRD perspectives. Implications for the roles of HRD and the empowerment model are proposed.

An empirical examination of the mediating influence of time management on the relationship between adult attention deficit and role stress

Purpose– The purpose of this paper is to conduct an empirical examination of the mediating influence of time management (TM) on relationship between adult attention deficit (AAD) and role stress (RS).Design/methodology/approach– In total, 117 actively employed business graduate students completed a self-report measure of RS and identified two close associates, one of which completed an observer version of the Brown Attention Deficit Scale while the other complete an observer version of a TM measure. Product moment correlations were used to test the hypotheses that AAD, TM and RS were associated. The Sobel test of mediation was used to test the hypothesis that TM mediated the relationship between AAD and RS.Findings– AAD, TM and RS are associated with each other and TM partially mediates the relationship between AAD and RS.Research limitations/implications– Research study is limited by a measure of AAD that may not fully represent all the key symptom clusters and an indirect workplace sample. Further investigation of AAD symptoms, including potentially positive manifestations like entre/intrapreneurial cognition and behavior, is required to stabilize the content, structure and measurement of the construct.Practical implications– Organizations wishing to ensure timely completion of tasks and limit disruptive RS need to be aware of the influence of AAD. The provision of TM training, productivity management tools and an organized work space free of distractions is suggested for disordered employees. Various forms of organizational coaching including a peer coaching system may help disordered employees better manage both their time and their role. The effective design and management of teams represents a significant opportunity for effectively distributing the potential benefits of the disorder while managing deficits like poor TM and increased RS. Organizational development interventions that focus on TM and role (re)negotiation are suggested. Employee assistance programs that raise awareness and provide access to assessment are an important part of multimodal management of the disorder.Social implications– Increasing social, economic and legal pressures to provide reasonable accommodation for functional but disordered employees and take appropriate advantage of employee diversity underscores the general social value of this research.Originality/value– This research study is the first empirical examination of the mediating influence of TM on the relationship between AAD and RS. The results are of value to researchers, organizational development specialists, human resource management specialists, managers and employees who are seeking effective multimodal management of the disorder in the workplace.

Emotional intelligence research within human resource development scholarship

Purpose – The purpose of this study is to review and synthesize pertinent emotional intelligence (EI) research within the human resource development (HRD) scholarship. Design/methodology/approach – An integrative review of literature was conducted and multiple electronic databases were searched to find the relevant resources. Using the content analysis technique, the literature was reviewed and thematically organized. Findings – Seven major themes emerged through the process of content analysis on the body of the reviewed literature. The themes which described the presence of EI-related research within the field of HRD, included: Conceptual connections between EI and HRD; various aspects of EI training and development; the strengths and weaknesses of different EI measurement tools; EI profiles of individuals across various careers; the influence of context in the interpretation of EI; the role of EI in productive interpersonal interactions; and, finally, the impact of EI in leadership development and performance. Research limitations/implications – The search for this review was limited to peer-reviewed published EI-related articles which contained the keywords “human resource development” or “HRD”. While the field of HRD encompasses a wide variety of areas, this study has the limitation of excluding other relevant articles that did not contain the key terms. Originality/value – The originality of this study lies in its focus on EI and developing human resources. It argues that EI is a legitimate organization development intervention that can be effectively utilized to improve performance at individual, group, process and organizational levels.

Awareness and Emergence: A Gestalt Approach to Global Diversity and Inclusion

Abstract During the last forty years, members of the Gestalt Institute of Cleveland have created an organizational development (OD) theory by combining Gestalt psychology with Gestalt therapy. Steeped in humanistic psychology, phenomenology and existentialism, holism, field theory, and systems theory, the resulting Gestalt approach to OD has evolved as a present-centered, awareness-building, and high-impact form of intervention. Aside from its unique approach to interventions, its particular core assumptions have led to developing the Gestalt “consulting stance.” This article will discuss the core of Gestalt theory and the Gestalt consulting stance as it applies to organizational development and to diversity and inclusion. It borrows from the author's global experience—in which nationalities, ethnicities, and cultural differences converge within one organization or joint venture—to illuminate the Gestalt consulting stance (and theory) that supports effective OD interventions and involves issues of diversity and inclusion. Finally, the Gestalt consulting stance is used to examine the impact on diversity of the ever-increasing size of organizations. We will see that the migration from international to global organizations inherently involves greater diversity; those organizations need to be inclusive in order to be effective.

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.

Generational Differences In Organizational Justice Perceptions: An Exploratory Investigation Across Three Generational Cohorts

Abstract Despite several reviews of generational differences across cohorts regarding their career stages in organizations, relatively few empirical investigations have been conducted to understand cohorts’ perceptions. Hence, there is paucity of studies that explored differences on the construct organizational justice across generational cohorts. The objective of this study was to explore the differences across three generational cohorts (Millennials, Generation X, and Baby Boomers) on dimensions of the organizational justice measurement instrument (OJMI). Data was collected through the administration of OJMI to a random sample size of organizational employees (n = 289). Descriptive statistics and analysis of variance were conducted to interpret the data. These findings provide evidence that differences do exist across cohorts on dimensions of organizational justice. In terms of contributions and practical implications, insight gained from the findings may be used in proposing organizational development interventions to manage multigenerational employees as well as to conduct future research.

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.

Research productivity of agricultural scientists: Evidences from high performing and low performing institutes

The ever growing concern over enhancing research effectiveness of the public agricultural research system of the country has entailed the crucial need for assessing current status of research productivity. The sample of the study comprised of randomly drawn two hundred agricultural scientists across strata from a high performing and a low performing agricultural institute of India. A research productivity index was developed to measure productivity of respondents under study. The statistical analysis was based upon self-reported data by the scientists under different productivity parameters. The study revealed that there is ample scope of enhancing research productivity among the scientists as the majority (63.5%) of scientists had low to very low level of productivity. In the low performing institute, only 5% of the scientists had higher level of productivity. Even in the high performing institute, only 28% of the scientists had high to very high level of productivity. The findings of the study further indicated the crucial need for revisiting the present system of career advancement for Principal Scientists as the results of a t-test failed to produce a significant value of productivity difference between the Principal Scientists and Senior Scientists. Balanced involvement of the scientists from the low performing institute in research and teaching activities, organization development interventions in regular intervals for ensuring a pro-research and creative organizational environment and allocation of sufficient fund for individual research projects may be suggested among the necessary measures for harnessing optimum research productivity of scientists.