Evaluating & Institutionalizing OD Interventions

Views:
 
     
 

Presentation Description

Evaluating & Institutionalizing Organization Development Interventions

Comments

Presentation Transcript

Evaluating and Institutionalizing OD Interventions:

Evaluating and Institutionalizing OD Interventions Dr. G C Mohanta, BE(Mech), MSc(Engg), MBA, PhD(Mgt) Professor Al-Qurmoshi Institute of Business Management, Hyderabad - 500005

Evaluation of OD Interventions:

Evaluation of OD Interventions Evaluation is concerned with providing feedback to practitioners and organization members about the progress and impact of interventions. There are two distinct types of OD evaluation: one intended to guide the implementation of interventions and another to assess their overall impact. Evaluation aimed at guiding implementation may be called implementation feedback , and assessment intended to discover intervention outcomes may be called evaluation feedback .

Issues in Evaluating OD Interventions:

Issues in Evaluating OD Interventions Implementation and Evaluation Feedback Measurement Select the right variables to measure Design good measurements Operational Reliable Valid Research Design - Internal validity - External validity (Hypothesis)

Slide4:

Implementation Feedback Feedback aimed at guiding implementation efforts Milestones, intermediate targets Measures of the intervention’s progress Evaluation Feedback Feedback aimed at determining impact of intervention Goals, outcomes, performance Measures of the intervention’s effect

Implementation and Evaluation Feedback:

Implementation and Evaluation Feedback Diagnosis Design and Implementation of Interventions Alternative Interventions Implementation of Intervention Clarify Intention Plan for Next Steps Implementation Feedback Measures of Intervention & Immediate Effects Evaluation Feedback Measure of Long-term Effects

Measurement:

Measurement Providing useful implementation and evaluation feedback involves two activities: selecting the appropriate variables and designing good measures. Ideally, the variables measured in OD evaluation should derive from the theory or conceptual model underlying the intervention. The model should incorporate the key features of the intervention as well as its expected results. Measuring both intervention and outcome variables is necessary for implementation & evaluation feedback.

Operational Definition:

Operational Definition A good measure is operationally defined; i.e., it specifies the empirical data needed, how they will be collected and, most important, how they will be converted from data to information. Reliability concerns the extent to which a measure represents the “true” value of a variable—that is, how accurately the operational definition translates data into information. Validity is defined as the extent to which an assessment accurately measures what it is intended to measure.

Research Design:

Research Design OD practitioners must make choices to design the evaluation to achieve valid results. The key issue is how to design the assessment to show whether the intervention did in fact produce the observed results. This is called internal validity . The secondary question of whether the intervention would work similarly in other situations is referred to as external validity . External validity is irrelevant without first establishing an intervention’s primary effectiveness, so internal validity is the essential minimum requirement for assessing OD interventions.  

Institutionalization of OD Interventions:

Institutionalization of OD Interventions Institutionalization is a process for maintaining a particular change for an appropriate period of time. It ensures that the results of successful change programs persist over time.

Institutionalizing :

Institutionalizing Three key factors that affect intervention characteristics and institutionalization process are: Congruence Stability in environment and technology Unionization

Congruence:

Congruence Extent to which an intervention supports or aligns with the current environment, strategic orientation, or other changes taking place. When intervention is congruent with these dimensions, the probability is improved that it will be supported and sustained. Congruence can facilitate persistence by making it easier to gain member commitment to the intervention and to diffuse it to wider segments of the organization .

Stability in Environment and Technology:

Stability in Environment and Technology This involves the degree to which the organization’s environment and technology are changing. The persistence of change is favored when environments are stable. Under these conditions, it makes sense to embed the change in an organization’s culture and organization design processes. On the other hand, volatile demand for the firm’s products can lead to reductions in personnel that may change the composition of the groups involved in the intervention or bring new members on board at a rate faster than they can be socialized effectively.

Unionization:

Unionization Diffusion of interventions may be more difficult in unionized settings, especially if the changes affect union contract issues, such as salary and fringe benefits, job design, and employee flexibility. It is important to emphasize that unions can be a powerful force for promoting change, particularly when a good relationship exists between union and management .

Institutionalization Processes:

Institutionalization Processes Five features that affect institutionalization processes: Goal Specificity Programmability Level of change target Internal support Sponsorship

Institutionalization Processes (Contd):

Institutionalization Processes (Contd) Factors affecting the degree to which OD interventions are institutionalized: Socialization Commitment Reward Allocation Diffusion Sensing and Calibration

Indicators of Institutionalization:

Indicators of Institutionalization Knowledge Performance Preferences Normative Consensus Value Consensus

authorStream Live Help