Benefits and Limitations for Od
Benefits and Limitations of Organizational Development
Benefits of OD
•Change throughout the organization •Greater Motivation •Higher Job Satisfaction •Reduced absences •Increased Productivity •Lower turnover •Better quality of work •Improved teamwork •Better resolution of conflict •Commitment to Objectives •Increased willingness to change •Creation of learning individuals and groups
Job satisfaction is the extent to which a person is gratified or fulfilled by his or her work. A satisfied employee tends to be: • absent less often • Make positive contributions • Stay in the organization A dissatisfied employee tends may be: • Absent more often • May experience stress that disrupts co-workers • Continually look for another job
Environmental impact Job satisfaction is one part of life satisfaction. The nature of a worker’s environment off that job indirectly influences his or her feelings on the job. Similarly, since a job is an important part of life for many workers, job satisfaction influences general life satisfaction. The result is a spillover effect.
Reduced absences
A satisfied employee tends to be absent less often. Although the connection is not always sharp. Some absences are caused by legitimate medical reasons. Involuntary (medically related) absenteeism can sometimes be predicted (e.g., surgery) are often be reduced through thorough pre-employment physical exams and work-history record checks.
Turnover proportion of employees leaving an organization during a given time period. Excessive employee turnover can have several negative effects on an organization Separation Costs Training Costs Vacancy Costs Replacement Costs Morale Effects
• • • • •
Quality is the total set of features and characteristics of a product or service that determine its ability to satisfy stated or implied needs. Quality is important because: • Serves as the basis for competition • Improving quality tends to increase productivity (making high quality
Benefits of OD
•Change throughout the organization •Greater Motivation •Higher Job Satisfaction •Reduced absences •Increased Productivity •Lower turnover •Better quality of work •Improved teamwork •Better resolution of conflict •Commitment to Objectives •Increased willingness to change •Creation of learning individuals and groups
Job satisfaction is the extent to which a person is gratified or fulfilled by his or her work. A satisfied employee tends to be: • absent less often • Make positive contributions • Stay in the organization A dissatisfied employee tends may be: • Absent more often • May experience stress that disrupts co-workers • Continually look for another job
Environmental impact Job satisfaction is one part of life satisfaction. The nature of a worker’s environment off that job indirectly influences his or her feelings on the job. Similarly, since a job is an important part of life for many workers, job satisfaction influences general life satisfaction. The result is a spillover effect.
Reduced absences
A satisfied employee tends to be absent less often. Although the connection is not always sharp. Some absences are caused by legitimate medical reasons. Involuntary (medically related) absenteeism can sometimes be predicted (e.g., surgery) are often be reduced through thorough pre-employment physical exams and work-history record checks.
Turnover proportion of employees leaving an organization during a given time period. Excessive employee turnover can have several negative effects on an organization Separation Costs Training Costs Vacancy Costs Replacement Costs Morale Effects
• • • • •
Quality is the total set of features and characteristics of a product or service that determine its ability to satisfy stated or implied needs. Quality is important because: • Serves as the basis for competition • Improving quality tends to increase productivity (making high quality
References: Cummings & Worley. Organizational Development and Change (8th ed) (pp. 497-501) Southwestern, Thomson Corp. Griffin R.W., Moorhead G. (2004). Organizational Behavior (2004) (pp. 44,99,262,319,303-304) Houston Mifflin Company Newstron J.W. (2007). Organizational Behavior (12th ed) (pp.204-212,228-229,307-310,345) Mc Graw Hill Inc. Nilakant V., Ramnayan S. (2006) Change Management (pp.274-277)