Some effects of multiple OD interventions on burnout and work site features

Article Abstract:

An organization development effort using theory-driven interventions was undertaken with a human resources (HR) staff of 31 of a corporation, and this article notes how this effort reduced the HR staff's level of burnout and improved its group properties and turnover rates. Using an eight-phase model to estimate burnout level and 10 Work Environment Scales to describe the work setting, the authors gathered data over a two-year period, administering a survey five times. The level of burnout, initially high among the HR staff, diminished and remained reduced for at least four months after the last planned intervention, although this improvement decayed somewhat following nine more months and a major reorganization. The improvements in group properties and the turnover rate, however, persisted and were even enhanced. The authors find that personnel changes do not explain the improvements, and that the research design probably generated a conservative estimate of effects. They caution, however, that this effort focused on persons in an "active" mode with respect to approaching their work, even though they were in advanced phases of burnout. Therefore, orthodox, high-stimulus OD designs might not prove as effective for those in a "passive" mode. (Reprinted by permission of the publisher.)

Management, Job stress, Manpower policy, Burn out (Psychology)

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Analyzing the development of an OD practitioner

Article Abstract:

This article discusses the process of learning to perform organization development (OD) work full time. In studying this, the authors conducted a "clinical" analysis of a journal kept by one of the authors during a 20-month tenure as an OD manager, and of the experience and training of both authors in this field (one a "retired" OD manager, both professors of organizational behavior). Many personal and professional struggles were revealed in this research, which are integral to the development of the self in the role of the OD practitioner. The article offers ways of conceptualizing and handling these struggles, and thereby the work of practicing OD. (Reprinted by permission of the publisher.)

Organizational behavior

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Vision revisited: telling the story of the future

Article Abstract:

The author discusses the varying, often conflicting, definitions of the term organization vision and provides examples of how to develop a clear vision story of the future within a business environment.

United States, Planning, Business planning, Storytelling

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