Beruflich Dokumente
Kultur Dokumente
O Research Design
Implementation Feedback
O Feedback aimed at
Evaluation Feedback
O Feedback aimed at
guiding implementation efforts O Milestones, intermediate targets O Measures of the interventions progress
determining impact of intervention O Goals, outcomes, performance O Measures of the interventions effect
Sources of Reliability
O Rigorous Operational Definition
O Provide precise guidelines for measurement: How high
Types of Validity
O Face Validity: Does the measure appear
Types of Validity
O Content Validity: Do experts agree that
the measure appears valid? O If experts and clients agree that the measure reflects the variable of interest then there is increased confidence in the measures validity
Types of Validity
O Criterion or Convergent Validity: Do measures
preliminary assessments of the measures criterion or convergent validity. O If several different measures of the same variable correlate highly with each other, especially if one or more of the other measures have been validated in prior research, then there is increased confidence in the measures validity.
Types of Validity
O Discriminant Validity: Do measures of non-
correlated with measures that is not supposed to correlate with. O Example: there is not good reason for daily measures of productivity to correlate with daily air temperature.
Types of Validity
O Predictive Validity: Are present variables
accurately forecasts another variable over time. O Example: A measure of team cohesion can be said to be valid if it accurately predicts improvements in team performance in the future.
before the change program is implemented and continue for a period considered reasonable for producing expected results.
the intervention situation with those in another situation where no such change has taken place.
controlled O Whenever possible, statistical methods should be used to rule out the possibility that the results are caused by random error or chance.
reflects stable dimensions of reality. O For example, comparative measures of perceived employee discretion might show an increase after a job enrichment program. If this increase represents alpha change, it can be assumed that the job enrichment program actually increased employee perceptions of discretion.
along some constant measure of reality. For example, before-and-after measures of perceived employee discretion can decrease after a job enrichment program. If beta change is involved, it can explain this apparent failure of the intervention to increase discretion.
accurately reflect the individuals belief about the ability to move around and talk to fellow workers in the immediate work area. During implementation of the job enrichment intervention, however, the employee may learn that the ability to move around is not limited to the immediate work area. At a second measurement of discretion, the employee using this new and recalibrated understanding, may rate the current level of discretion as lower than before.
measure as a result of an OD intervention. In essence, the framework within which a phenomenon is viewed changes. O For example, the presence of gamma change would make it difficult to compare measures of employee discretion taken before and after a job enrichment program.
might use the same words, but they represent an entirely different concept. After the intervention, discretion might be defined in terms of the ability to make decisions about work rules, work schedules, and productivity levels. In sum, the job enrichment intervention changed the way discretion is perceived and how it is evaluated.
Institutionalization Framework
Organization Characteristics
O Congruence
O Extent to which an intervention supports or
aligns with the current environment, strategic orientation, or other changes taking place. O When intervention is congruent with these dimensions, the probability is improved that it will be supported and sustained. O 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.
Organization Characteristics
O Stability of Environment and Technology
O This involves the degree to which the
organizations environment and technology are changing. The persistence of change is favored when environments are stable. O Under these conditions, it makes sense to embed the change in an organizations culture and organization design processes. On the other hand, volatile demand for the firms 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.
Organization Characteristics
O Unionization
O Diffusion of interventions may be ore
difficult in unionized settings, especially if the changes affect union contract issues, such as salary and fringe benefits, job design, and employee flexibility. O 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.
Intervention Characteristics
O Goal Specificity O Programmability
O Sponsor
Institutionalization Processes
O Socialization O Commitment
O Reward Allocation
O Diffusion
Indicators of Institutionalization
O Knowledge O Performance O Preferences O Normative
Consensus
O Value Consensus