Measuring The Measuring Organization Development Interventions

The changes or outcomes can be conveyed in the following terms. First knowledge, and skills outcomes are thought of as short-term outcomes. Then behaviors are included, which weigh up as intermediate-term outcomes. Additionally, values, conditions, and status are changes and outcomes, which reflect long-term outcomes. Furthermore, the number and percent of participants the department wants to accomplish the outcome is the outcome target. For example, 1,500 teens (10% of teens) quit drinking over the next year is an outcome goal. (McNamara, n.d.)

Organizations that are serious about making improvements are going to have to deal with the issue of job satisfaction. Job satisfaction can be best described as the positive feeling that an individual has about their job resulting from an evaluation of the job’s characteristics (Robbins & Judge, 2009, p.31). It would seem natural to think that job satisfaction would have a positive correlation with successful organizations. What impact does job satisfaction have on an organization? Research will show that there are not only internal effects from performance related issues, but also external effects that impact customer satisfaction.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of motivating the

Robbins and Judge define "attitudes" as “evaluative statements or judgments concerning objects, people, or events.” Jessica’s attitudes towards her job switched from favorable to unfavorable after a change in policy. Henceforth, she was less productive in her job and expressed signs of low job satisfaction. After leaving her Mental Health Technician position for a job in Counseling, she was able to return to her normal, happy and productive self. This case study illuminates the direct correlation between job performance, job satisfaction, and attitude.

Not only were the leaders impressed by the employees insights, they took action to address all of the problems. As a result, participation increased, communication improved, relationship between employees and management improved, and access to training and development opportunities were wide-spread. But most importantly, once the original change initiatives were introduced, employees embraced the initiatives, offered insights on how to improve their outcomes, and ensured their success.

The first step in driving the necessary change within the organization is to secure an outside consultant to serve as a change agent. The change agent will facilitate and guide the organizational development (OD) through process consultation intervention. In this process, it will be necessary to identify sources of resistance through Force field analysis. Once the sources are identified, one-on-one meetings and group meetings will be conducted to educate the employees on the changes and the reasons why change is necessary. This step will find the management team working to re-define the vision of the organization. As part of

Although consequence interventions have been considerably successful (Bachman, 1972; Johnson & Baumeister, 1978), inconsistencies in effectiveness were noted (Iwata, Dorsey, Suifer, Bauman, & Richman, 1994). For example,

Evaluating patient satisfaction shows that there is a link between employee attitudes and patient satisfaction scores (Ransom, Maulik, Nash & Ransom, 2012). If employees are unhappy or dissatisfied, it is difficult to conceal this when interacting with patients and other staff members. The primary reason for evaluating employee satisfaction is to attempt to identify the problem and try to resolve them before an impact on patient care can be seen (Ransom et al., 2012).

Two reasons for evaluation are to assess and improve the quality of a program and to determine the effectiveness of a program. To evaluate the program, summative and impact evaluations deem the best. An impact evaluation is described as the immediate observable effects of a program, it measures the knowledge, skills, awareness, attitudes, and behaviors. (McKenzie et al., 2013, p.376). Because the program intends to spark a behavior modification, this evaluation style works best. The impact evaluation can help to show the strengths of the program and what needs to be improved if the desired behavior is not achieved.

New Behavior, “More people feel able to act, and do act, on the vision.” (Kotter, The Eight Steps for Successful Large-Scale Change) This new behavior discussed in the chapter was very informative about how employees are empower action. A comparative with The Heart of Change book that Ivancevich, Konopaske, Matteson gave in the textbook on motivation was job satisfaction with the feeling of achievement. The

The Value Percept Theory argues that job satisfaction depends on whether a job supplies the things an individual value most. Overall satisfactions derive form combined levels of satisfaction from various elements of an individual’s job, whether it’s: pay, promotion, supervision, coworkers, or the work itself. Job satisfaction is based on cognitive and affective components, which is evaluated by what an individual thinks about the job, and how they feel. Cognition evaluation is based on experiences, weighing different aspects of a job; as affect is a reaction of the job, which can fluctuate based on moods and emotions. Level of dissatisfaction is measured by the difference between what one has and what one wants, and the level of importance of that facet to the individual. Statistics have proven, that supplying individuals with what they value, will increase the chance of better performance, which has a high correlation with an individual’s affective commitment with the organization.

To successfully motivate the employees going through these changes, management must use positive organizational behavior (POB) that focuses positive psychology on the workplace (Kinicki & Kreitner, 2009). This form of supportive leadership has been shown to positively impact commitment, job satisfaction, performance, and customer satisfaction and employee engagement when managers introduce positive attributes and capabilities into the workplace (Kinicki & Kreitner,

In order to have a successful outcome to occur from an organizational development intervention the organization must be acceptable of change. The organization’s readiness must be evaluated. To evaluate the readiness for change a combination of three different measures will need to be implemented, which are observation, surveys, and interviews

In observing the Franklin Company, it is evident that there is a need for change to help the company with its present problems. The managers’ perception is that the organization is in a state of volatility. Which has resulted from a lack of growth in sales and a competitive advantage. There is a felt need to ascertain new ways of doing things. In the Franklin Company situation, it was revealed that every department has its own ideas and feel they have the right answers to overcome their problems. They all want to play an important role in the company growth, however they have different perspectives on how to fix things. No matter what level of professionalism is involved, conflict is inevitable. For example, there are several issues that hinders the departments communication, collaboration and trust. In order to implement change, all three key element need to be present but they are often hidden. After the meeting with the management team, a OD practitioner decision was made to plan and implement structural, technological and behavioral strategies to improve the condition and functioning of the Franklin Co.

Organizational development (OD) is an application or process of building a greater level of efficiency within the organization. OD develops the ongoing effort geared for long-term effects. OD works to help management and employees on a variety of levels. Organizational development is perhaps unequaled in its ability to meet any type of organization needs. However, the solutions developed from the role of OD may not be necessarily interchangeable with different organizations (Grant, 2010).