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Human Resource Executives' Perceptions and Measurement of the Strategic Impact of Work/Life Initiatives
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Morris, Michael Lane; Heames, Joyce Thompson; McMillan, Heather S. – Human Resource Development Quarterly, 2011
Given the stresses associated with today's demanding workplaces, work/life (w/l) initiatives continue to grow in importance as an organizational development (OD) intervention. In a period of increasing accountability, it is important for scholars and practitioners to demonstrate how OD interventions, like w/l initiatives, can be used as a…
Descriptors: Human Capital, Administrator Attitudes, Stress Variables, Work Environment
Developing an OD-Intervention Metric System with the Use of Applied Theory-Building Methodology: A Work/Life-Intervention Example
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Morris, Michael Lane; Storberg-Walker, Julia; McMillan, Heather S. – Human Resource Development Quarterly, 2009
This article presents a new model, generated through applied theory-building research methods, that helps human resource development (HRD) practitioners evaluate the return on investment (ROI) of organization development (OD) interventions. This model, called organization development human-capital accounting system (ODHCAS), identifies…
Descriptors: Intervention, Research Methodology, Outcomes of Education, Metric System
Organizational Learning as an Organization Development Intervention in Six High-Technology Firms in Taiwan: An Exploratory Case Study
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Lien, Bella Ya-Hui; Hung, Richard Y.; McLean, Gary N. – Human Resource Development Quarterly, 2007
Organizational learning (OL) is about how individuals collect, absorb, and transform information into organizational memory and knowledge. This case study explored how six high-technology firms in Taiwan chose OL as an organization development intervention strategy. Issues included how best to implement OL; how individuals, teams, and…
Descriptors: Program Effectiveness, Foreign Countries, Management Systems, Intervention
Results from Organizational Development Interventions in a Technology Call Center.
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Workman, Michael – Human Resource Development Quarterly, 2003
Call center staff answered calls in 4 treatments: alignment job design (n=35), autonomous work teams (n=35), high-involvement work processes (n=43), and controls (n=36). Job satisfaction improved in alignment job design and high-involvement treatments, most significantly in the latter. Skill level and attitude toward autonomous work might have…
Descriptors: Intervention, Job Development, Job Satisfaction, Organizational Development