ERIC ED474226: Organization Development. Symposium.

36 Pages·2002·0.71 MB·English

by  ERIC

DOCUMENT RESUME
ED 474 226
CE 084 661
Organization Development. Symposium.
TITLE
No-21
REPORT NO
2002-00-00
PUB DATE
34p.; In: Academy of Human Resource Development (AHRD)
NOTE
Conference Proceedings (Honolulu, Hawaii, February 27-March
3, 2002); see CE 084 635.
PUB TYPE Reports
Research (143)
Speeches/Meeting Papers (150)
EDRS Price MF01/PCO2 Plus Postage.
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DESCRIPTORS
Action Research; Adjustment (to Environment); Adoption
(Ideas); Adult Learning; *Change Agents; Cross Cultural
Training; *Cultural Context; Cultural Pluralism; Developing
Nations; Diversity (Institutional); Efficiency; Employee
Attitudes; Employer Employee Relationship; Foreign Countries;
Global Approach; Group Dynamics; Health Facilities; Human
Resources; Individualism; Information Transfer; Innovation;
International Cooperation; Interpersonal Relationship; Job
Satisfaction; Labor Force Development; Labor Relations;
Measurement Objectives; Measurement Techniques; Models;
Organizational Change; Organizational Climate;
*Organizational Development; *Organizational Effectiveness;
Organizational Theories; Postsecondary Education; Predictor
Variables; Self Evaluation (Groups); Strategic Planning;
*Systems Analysis; Theory Practice Relationship; *Total
Quality Management; Values
IDENTIFIERS
Barriers to Change; Collectivism; Cultural Competence;
Customer Satisfaction; Social Justice
ABSTRACT
This document contains four papers on organization
development and human resources. "Identification of Key Predictors of Rapid
Change Adaptation in a Service Organization" (Constantine Kontoghiorghes,
Carol Hansen) reports on the results of an exploratory study, which suggests
that rapid change adaptation will be more likely to occur in an
organizational setting within which there is an emphasis on process and
quality improvement, innovation, rapid technology assimilation, and internal
customer focus. "Research and Theory Internationalization of Organization
Development: Applying Action Research to Transnational Health
Organizations" (Carol Pavlish) addresses the cultural competencies
organizational development professionals need as they implement action
research and work with transnational health organizations to construct a more
socially just and healthy world order. "The Design and Development of an
Instrument to Measure Organizational Efficacy" (James G. Bohn) discusses the
development and testing of a new research tool, the Bohn Organizational
Efficacy Scale, which can be used to assess the perceived ability of an
organization to work together and persist regardless of obstacles. "The
Relationship of Individualism and Collectivism to Perceptions of
Interpersonal Trust in a Global Consulting Firm" (Ghazala Ovaice) reports on
a study of the national cultural values of individualism and collectivism as
they are reflected in managers and employees. The major implication is that
the building of trust awareness in workplace relations varies among a
multinational workforce. All four papers contain substantial bibliographies.
(AJ)
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1
2002 AHRD Conference
Organization Development
Symposium 21
Honolulu, Hawaii
February 27 March 3, 2002
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Adaptation in a Service Organization
Identification of Key Predictors of Rapid Change
Constantine Kontoghiorghes
Oakland University
Carol Hansen
Georgia State University
predictors of rapid change adaptation in a service
This exploratory study attempted to identify key
rapid change adaptation will be more likely to occur
organization. The results of this study suggested that
there is an emphasis on process and quality improvement,
in an organizational setting within which
internal customerfocus.
innovation, rapid technology assimilation, and
Management
Keywords: Change Adaptation, Innovation, Quality
they
be everywhere. As organizations transform the way
As organizations begin the 21st century, change appears to
social, economic and technological pressures
produce goods and modify the way services are delivered, numerous
fragmentation, shrinking product lifetimes, global production
bombard them. To name a few, they include market
intercompany cooperation and competition, and the
networks, workplace diversity and mobility, simultaneous
Given the intensity of these challenges to organizational
business process reengineering movement (Oden, 1999).
organizations find themselves operating in more complex,
survival and competitiveness, it is not surprising that most
2000). To cope, most organizations consider
unpredictable and dynamic environments (Lewin & Johnson,
pace and effectiveness of their
the
they must accelerate
themselves to be in a state of continuous improvement where
significance of organizational change is indicated by the recent
change strategies (Oden,1999). The contemporary
organizational
renewal,
organizational
transitioning,
organizational
as,
proliferation of terminology such
(Lundberg, 1999).
effectiveness, organizational improvement, and so on
of change as an interactive process that links
Felkins, Chakiris and Chakiris (1993) define the management
and performance goals. Pettigrew, Woodman and
daily work practices with strategic, directed change programs
actions,
refer to sequences of individual and collective events,
Cameron (2000, p. 698) elaborate "Change should
change
and Bell (1999) note that inquiry about organizational
and activities unfolding over time in context." French
practice. They join the two constructs by defining organizational
is founded in organization development theory and
These definitions call to mind issues of process, pace,
development as planned change in an organizational context.
discreet
contrasts with earlier views that change is a
people, and environmental context. The focus on process
episodic
1951). The assumption that change is continuous rather
movement from one state to another (Lewin,
of intentions
and cumulative in its attempt to yield a new pattern
suggests that change is ongoing, evolving,
shape and
suggests that an organization's members both
(Orlikowski, 1966). The role of people in these definitions
and its impact on change
1999). Finally, the importance of organizational context
are shaped by change (Lundberg,
1988).
is reflective of socio-technical systems theory (Pasmore,
evolved, differences persist in how scholars view its
While ways of thinking about change have, over time,
from a fairly mechanistic approach, whose principles
unfolding and management. Variance in perspectives range
behavior, based on
dynamic and interrelated view of organizational
assume an objective reality to a more
be categorized into a typology of four perspectives;
participation, dialogue and teamwork. These worldviews can
Behaviorists see
theory (Felkins, Chakiris, & Chakiris, 1993).
behavioral, critical humanism cultural and systems
relationships.
with clear predictable and manipulable causal
change as a rational, measurable, and directed process
and their
centered on experience and encourages individuals
Critical humanism as a change perspective is
of
approach to change suggests an interpretive sense
organizations to question dominant ideologies. A cultural
based on cultural norms that are unique to a given group or
reality where change occurs through social interaction
the gestalt of interdependent processes that respects the
organization. The systems approach places an emphasis on
the
It is the last two perspectives that have most informed
complexity of organizational relationships and structures.
study reported in this paper.
change
of organizational development has matured, certain
French and Bell (1999) note that as the history
three-stage process
Lewin (1951) introduced the idea that change is a
models advanced the practice. For example,
forces.
and where change results from interplay with opposing
where behavior moves from one state to another
consisted of critical leverage points within five sequential states.
Kilman (1989) specified a total change system that
Hansen
Copyright © 2000 Constantine Kontoghiorghes and Carol
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the basis for the Burke -Litwin
second (transformational) order changes was
The notion of first (transactional) and
impacted the work climate
thinking was that transactional changes that
model of organizational change (1994). The
the deeper layer of the organization's
transformational changes designed to impact
were easier to than deeper
in interaction with its
(1991) describes change as part of a system
culture. Porras and Robertson's model
features of the work
organizational development interventions alter
environment. They offered the premise that
This
organizational improvement.
behavior and lead to individual and
setting which impact an individual's
of change models that emphasize
formed the foundation for a current breed
evolution in perspectives and practices
change.
in supporting the continuous process or
the integration of social and technical systems
Socio-Technical Systems
survival requires systems that are open
based on the notion that organization
The sociotechnical systems approach is
theory as:
Oden (1999) portrayed opens systems
and able to interact with their environment.
transforming them in
environment, receiving various inputs,
"A dynamic relationship with its
and
Receiving inputs in the form of material, energy,
some way, and producing outputs.
allows the open system to offset the process
information, along with feedback regarding outputs,
its
adapts its internal processes and structures to
of decline. Moreover, the open system
environment as the need arises." (p.14)
technical. This perspective
into two subsystems: the social and the
The organizational system can be divided
driver
the change process. Neither alone is the
of technology and people are essential to
assumes that the two factors
merely automation and the
of social change without technology is
of change. Oden described the application
reorganization.
application of technical reengineering is merely
al systems perspective
of how the social side of the socio-technic
Lunberg (1999) offered an interesting view
composed of members
This theory views organizations as social systems,
works through his theory of social rules.
transactions among members of the
of influence. Rule systems govern the
who are agents with varying degrees
relationships. As these rules
and outcomes of interactions and
social system by sharing the nature, impact, content
organization, its members also develop
and modified by individuals within the
are created, learned, maintained
An additional assumption is
influence social rules in varying contexts.
distinct identities and associated capacities to
social transactions easier and
force. While rules are necessary to make
that rules can be both a positive and negative
rules is reflective of culture theory as
barriers to change. The notion of social
more predictable, they also serve as
noted that it is the social process
reinforced ( Spradley, 1979). Blumer (1969)
cultural norms are socially learned and
the rules that invent group life.
that creates and upholds the rules and not
reengineering, which
theory can be linked to an interest in
The technical side of socio-technical systems
the first step in a reengineering
management approach. In general,
emerged in the early 1990's as a relatively new
technology available to carry them
in terms of its key processes and the
effort is to rethink the organizational system
introduced, the focus shifts to how the
and technology related changes are
out. After the necessary process
note that it is mostly top
& Mohrman, 1998). Lawler and Mohrman
organization is managed and structured (Lawler
significant investment in
redistribution of power and authority and
down process, which requires significant
to pay much attention
and Bell (1999) reengineering "does not appear
information technology. According to French
redesign of work. " Yet, reengineering has
relative to change processes and the
to the social system of organizations
supported with the
of competitive advantage. "Recent reports,
failed to produce the desired outcomes in terms
70 percent of reengineering efforts
this movement, claim that more than
viewpoints expressed by the founders of
failure rates may be attributed to
(Lawler & Mohrman, 1998, p. 205). High
have failed to achieve their purposes"
studies rarely accomplishes its
downsizing which according to numerous
that to many people reengineering means
need for both a social and a technical
dismal outcomes appear to confirm the
goals (Lindsay & Petrick, 1997). Such
through practice and research.
perspective in achieving effective change
The Context of Quality and Change
philosophy and guiding principles for
focused management system whose
TQM can be characterized as a people
(Harvey & Brown, 2001; Linday &
teamwork and employee empowerment
continuous improvement are based on
people to
TQM aims to create an environment that encourages
Petric, 1997). Through well structured processes,
breakthrough
continuous (Kaizen) and drastic or
learn to bring about both small but
grow as individuals and
reengineering is its focus on cultural
What differentiates TQM from
improvements" (Dervitisiotis, 1998; p. 112).
TQM, interventions tend to fail when
in small and continuous increments.
empowerment and an attention to change
upward flow of involvement
top-down programs that assume neither an
implemented, similar to reengineering, as
(Hammer & Champy, 1993).
nor consensus decision-making
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philosophy, most quality-related
understanding TQM. According to the TQM
The role of management is key to
create and operate
by bad management and the systems that managers
problems in the organization are caused
quality driven cultures
Likewise, the power of management in fostering
(Deming, 1986; Lawler & Mohrman, 1998).
that management, in particular,
culture literature. This stream of study finds
is in consonant with the organizational
organizations through the work models that
maintains the cultural values of their
executive management creates and
Schein, 1985; 1990).
they reward (Hansen & Kahnweiler, 1997;
in general, that a
culture, work models, and TQM indicate that,
Studies that have focused on the link between
positively supports TQM
and quality driven organizational culture
participative, flexible, risk-taking, team-based,
& Dembeck, 2001). Thus a
2000; Fiorelli & Feller, 1994; Kontoghiorghes
efforts (Detert, Schroeder & Mauriel,
begins. "Companies with
inhibit or defeat a chnage effort before it
company's prevailing cultural characteristics can
and
them exclusively focused on quarterly results,
style, a short-term orientation that keeps
a top-down management
rules" (Hammer & Champy, 1993,
be uncomfortable challenging long-established
a bias against conflict may
that appear to theoretically
identified a set of 8 specific value dimensions
p.207). Detert, Schroeder & Muriel (2000)
and goal setting is preferable to a
should be based on facts; long term planning
lead to quality cultures: Management
not in people; a premium is
problems should be searched for in processes
short term orientation; the sources of
achieve results that its stakeholders
the purpose of the organization is to
placed on change (as opposed to stability);
the vision, goals and
cooperation is preferable to working alone;
consider important; collaboration and
external benchmarks.
shared; success ought to be judged against
responsibilities of the organization should be
has been inadequately
studies by arguing that this is an area that
Meanwhile, Detert et al. (2000) call for more
methods that can guide
(2001) state that there are over fifteen group
explored. For instance, Olson and Eoyang
kind of cacophony that defies
further state that "this variety produces a
change in organizations. The authors
the traditional explanations" (p.
voice to stand out as a logical alternative to
integration and does not allow any one
research in organizational change.
the whole, acknowledge the need for more
6). Scholars and practitioners, on
little in the past 25 years
finds that the quality of data has advanced
However, a recent review of the literature
too antidotal,
Pettigrew et al. characterize current knowledge as
(Pettigrew, Woodman & Cameron (2001).
They call for a new pluralism
based on studies that are lacking in rigor.
containing few theoretical propositions and
time and history and a
scholars that entails a new dedication to
between the social science and management
changes as continuous
change processes and outcomes by portraying
willingness to reveal the relationship between
is underdeveloped regarding these
episodes. The authors suggest that the literature
processes and not just detached
history, process and action; linking
contexts or levels of analysis; time,
six interconnected analytical issues: multiple
sequencing, and pacing; linking
comparative research; receptivity, customization,
process to outcome; international
scholarship and practice.
Problem Statement
the main purpose of this
research pertaining to change in organizations,
Given the limitations and lack of rigorous
variables in terms of
describe the most important work environment
empirical study was to identify, prioritize, and
assessed in terms of
service organization. The work environment was
rapid change adaptation in a health insurance
practices; employee
dimensions: learning climate; management
the following learning and organizational
job design; job motivation;
communication systems; reward systems;
involvement; organizational structure;
teamwork climate; ethical
innovation practices; technology management;
organization commitment; job satisfaction;
this study pertained to the extent to
climate. The dependent variable used for
work culture; and process improvement
instantly.
which the organization can adapt to changes
Research Questions
study were as follows:
This main research questions for this
with rapid change adaptation?
incorporated in the study are highly associated
Which of the organizational variables
I.
of rapid change adaptation?
incorporated in the study can serve as predictors
Which of the organizational variables
2.
Methodology
which was designed to assess the
consisted of a 108 Likert item questionnaire,
Instrument. The instrument of this study
indicators were assessed with
dimensions. Many of the dimensions and
organization in terms of the earlier described
& Coffman; 1999; Hackman &
previous literature or research (Buckingham
scales that were used or described in
Dembeck, 2001; Lindsay & Petrick,
Kontoghiorghes, 2001b; Kontoghiorghes &
Oldham, 1980; Kontoghiorghes, 2001a;
several were custom-designed specifically
1988; Whitney & Pavett, 1998), while
1997; Macy & Izumi, 1993; Pasmore,
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to which the organization is
In all, the questionnaire attempts to determine the extent
for this and dher studies.
TQM and sociotechnical systems theory principles. Further,
functioning as a high performance system and according to
transfer and a
organizational environment is conducive to training
the instrument assesses the extent to which the
continuous learning culture.
version
from "strongly disagree" to "strongly agree". The first
The instrument utilized a six-point scale that ranged
participants for
items, was originally pilot-tested on a group of 15
of the questionnaire, which consisted of 99 Likert
quality
organization development, human resource development, or
clarity. Furthermore, a group of seven experts in the
administered to
validity. Upon revision, the instrument was then
management areas reviewed the instrument for content
and the instrument was further
different organizations. Reliability tests were conducted
a group of 129 members of five
reliability of
format the instrument consisted of 108 Likert items. The
refined and expanded. As stated earlier, in its final
alpha and was found to be 0.98.
the instrument was measured in terms of coefficient
of 256 employees of a large organization in the health care
Subjects. The sampling frame of this study consisted
the extent
in one division of the organization in order to determine
insurance industry. The instrument was administered
instrument at scheduled
performance unit. The employees were given the survey
to which it was functioning as a high
of the 256 employees returned the survey and the response rate was
staff meetings over a period of two weeks. 192 out
the
females and 13.6% males. In terms of position held in
calculated at 75%. In all, 86.4% of the respondents were
either a vice president or director of the unit, 4.1% as managers,
organization, 4.1% of the respondents were identified as
employees.
12.8% as administrative personnel, and 1.7% as hourly
11.6% as supervisors, 65.7% as salaried professional,
the
correlational analysis was used to describe the extent to which
Data Analysis. Based on the gathered data, a
associated with rapid change adaptation. Further, through a
organizational variables incorporated in the study are
of rapid change adaptation variable were identified.
stepwise regression analysis the most important predictors
Results and Findings
of the
found to be positively and significantly correlated with 99
Correlational Analysis. In total, change adaptation was
0.664 and
These significant correlations ranged from 0.152 to
other 107 variables incorporated in the questionnaire.
dimensions assessed by the instrument. This finding in
reflected all learning, sociotechnical, and quality management
multiple organizational
of rapid change adaptation and thus its reliance on
essence validates the systemic nature
fact that the main
Given the large number of significant correlations and the
dimensions for successful implementation.
that were found to be 0.4 or
the stronger predictors of change adaptation, only those
purpose of this study is to identify
higher are listed in Table 1.
organizational
found to be moderately to highly associated with 29
As shown in Table 1, change adaptation was
A
quality management, and learning environment dimensions.
variables which in turn represented the sociotechnical,
variables represent the sociotechnical and quality management
closer look at Table 1 will reveal that most organizational
transfer climate variables were
It is worth noting that none of the training
dimensions and range from 0.400 to 0.63.
This finding suggests that successful change interventions
found to be highly associated with rapid change adaptation.
and
characteristics of the organization rather than the skill level
depend more on the design, operational, and cultural
expertise of the workforce.
will be more
correlational data in Table 1 reveals that change adaptation
In terms of the sociotechnical variables, the
within
in a participative and non-bureaucratic work environment
likely to occur on a more rapid basis if introduced
work environment
boundary interference between departments. Other
which there is constant communication and no
organizational
highly associated with change adaptation were: strong
variables that were found to be moderately to
healthy balance
encouragement by the organization to have a
commitment toward the employees (1= 0.46; 2 < 0.01),
by high
and the extent to which the organization is characterized
between work and life obligations (1= 0.45, g < 0.01),
non-bureaucratic and
these work environment variables describe a
ethical standards (1= 0.44, 2 < 0.001). Collectively,
involvement and well being.
ethically driven system, which promotes employee
with a high
adaptation was found to be more highly associated
With regard the job and team environment, change
growth and
members are deeply committed to one another's personal
performance team environment within which team
in order to help the organization
willing to put in effort above minimum required
success (1 = 0.48, II < 0.01), are
other words,
influence over their own work (1 = 0.42, a < 0.001). In
succeed (1= 0.44, 2 < 0.01), and have personal
deeply
in a true team environment within which employees are
rapid change adaptation is more likely to occur
jobs. These
other and enjoy autonomy on how to perform their
committed to the success of the organization and each
and teamwork.
organizations that promote employee commitment
results demonstrate the importance of designing
adaptation is a
social system is still very important when rapid change
Hence, paying close attention to the needs of the
desired outcome.
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6
and rewards are concerned, the correlations in Table
As far as the dimensions dealing with innovation, technology,
likely to occur in an innovation driven system within which risk
1 make it apparent that rapid change adaptation is more
within such an environment new ideas are constantly sought
taking not only is not punished, it is expected. Moreover,
the bureaucratic model of management, which in
and rewarded. This kind of work environment is in direct contrast to
those
regulations while at the same punishes or drives out of the organization
turn advocates strict adherence to rules and
have such a hard time coping with today's
It is not by accident then that bureaucratic organizations
who challenge it.
efforts in order to address their numerous and stagnation
rapidly changing times and often rely on drastic reengineering
related problems.
Organizational Variables (r > 0.4)
Table 1. Pearson Correlations of Instant Change Adaptation With
Change Adaptation
Variable
SOCIOTECHNICAL SYSTEM VARIABLES
Work Environment
r= .60"
Participative organization
r = .52"
No boundary interference between departments to solve joint problems
r= .48"
Few bureaucratic barriers to get job done
r = .48"
Constant communication between departments
r = .46"
Strong organizational commitment to employees
r= .45"
Organization encourages healthy balance between work and life obligations
r ... .44"
People live up to high ethical standards
Job and Team Environment
r = .48"
Deeply committed to one another's success
r= .44"
People willing to put in effort above minimum required
r = .42"
Personal influence over work
Innovation, Technology, and Rewards
r = .59"
Few restrictions to innovation
r = .51-
Risk taking is expected
r = .50"
Risk taking not punished
r = .50"
New ideas rewarded
r = .49"
New ideas are constantly sought
r = .56"
Rapid technology assimilation
r = .47"
Frequent technology introduction
r = .43"
Technology primary support in quality efforts
r = .48"
Profit sharing
QUALITY MANAGEMENT VARIABLES
r = .63"
Structure of organization facilitates focus on process improvement
r = .55"
Internal customer focus
r = .52"
Quality measurement
r = .52"
Excellence commitment
r = .45"
Emphasis on doing things right the first time
r = .41"
Quality improvement primary focus
r =-- .41"
Quality improvement is a high strategic priority
LEARNING ENVIROMENT VARIABLES
r = .50"
Employee commitment to continuous learning
r = .40"
Learning is well rewarded
r = .40"
Shariig of knowledge and expertise with others
Listwise N=159
*Correlation is significant at the 0.01 level (2-tailed).
associated with rapid technology
also suggests that rapid change adaptation is highly
The data in Table 1
(d = 0.47, a < 0.01), and the use of technology as a
assimilation (1 = 0.56, 12 < 0.01), frequent technology introduction
0.01). This finding is not surprising, given that the
primary support in the organization's quality efforts ( = 0.43, 12 <
changes.
frequently introduced technologies the quicker it adapts to the related
more rapidly the organization assimilates
of the importance of sociotechnical systems theory. More
Another implication of this finding pertains to the validation
section in conjunction to those pertaining to the need of a
specifically, the findings described in this technology related
demonstrate that organizational renewal and success do
highly participative, committed, and team oriented social system,
the social and the technical. This finding is important in the
indeed depend on the optimization of both subsystems,
while at the same
premise of STS theory of "joint optimization" of both subsystems,
sense it reinforces the fundamental
it comes to creating flexible and adaptive systems.
time highlights the importance of systemic solutions when
0.01), profit sharing (f = 0.48, 12 < 0.01) as well as rewards
In terms of rewards, rewarding new ideas (f = 0.50, p <
and significantly correlated with rapid change adaptation.
for learning (r = 0.40, 12 < 0.01) were found to be positively
that positive organizational outcomes will result into personal
This finding suggests that when the employees believe
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positive association between
gains then the employees will be more motivated to adapt the introduced changes. The
is also based on pay for skills and
rewards for learning and rapid change adaptation indicates that a reward system that
adaptation. However, given the
knowledge does indeed offer the organization an advantage when it comes to change
should be paid to the rewards
high correlation between rewards for new ideas and change adaptation, special attention
be exemplified by the fact that last
for new ideas component. The effectiveness of a rewards for new ideas system can
Kentucky provided the organization with more than 70,000
year alone, employees at the Toyota plant in Georgetown
million. The instituted changes in turn saved the organization $28
new ideas. The payoff for these ideas was about $3
is important to note that aside from the gains stemming from
It
million (Toyota Information Seminar, 2001).
which in turn, as it
improvements, rewarding new ideas assists the organization in creating a more participative system
Lastly, another
instant change adaptation or = 0.60, II < 0.01).
was found by this study, is also highly associated with
fact the change process itself is owned by those who actually
very important outcome of such a rewards system is the
interventions.
implement the changes which in turn is critical when it comes to successful change
change adaptation is highly
With regard to quality management (QM), the correlations in Table 1 indicate that rapid
and the extent to which
associated with a quality driven culture. As shown, the correlation between change adaptation
0.01) was by far the highest in
the structure of the organization facilitates focus on process improvement (r = 0.63, jz <
0.40 or higher were: internal customer
the table. Other QM variables that were found to exhibit a Pearson correlation of
0.52, 2 < 0.01),
focus t = 0.55, 12 < 0.01), quality measurement t = 0.52, n < 0.01), excellence commitment C =
improvement is a primary focus
emphasis on doing things the first time (r = 0.45, g < 0.01), the extent to which quality
is a high strategic priority (r =
for the organization t = 0.41, p. < 0.01), and the extent to which quality improvement
< 0.01).
0.41,
those belonging to the learning
The last group of variables to be discussed under the correlational analysis are
adaptation will be
environment. A close look at the learn ing related variables in Table I will reveal that rapid change
<
employees are committed to continuous learning (r = 0.50,
more likely to occur in an environment within which
expertise with others (( = 0.40,
0.01), are rewarded for their learning (r = 0.40, g < 0.01), and share their knowledge and
learning culture can indeed act as a catalyst to
< 0.01). Collectively, these three variable demonstrate that a continuous
organizational change and renewal.
adaptation variable are
Stepwise Regression Analysis. The results of the stepwise regression analysis of the change
accounted for 59.5% of the
summarized in Tables 2 and 3. As it is shown in Table 2, the produced regression model
variables. At 4.0%, shrinkage of
total variance of the dependent variable and it incorporated in its design 11 independent
the R2 value can be considered very small.
Table 2. Stepwise Regression Model of Change Adaptation"`
Variables
Std. Error
of the
Adjusted
Estimate
Removed
B
RZ
Entered
Model
1.09
.389
.392
.626
Structure of organization facilitates
1
focus on process improvement
1.03
.447
.454
.674
2 Rapid technology assimilation
1.00
.482
.491
.700
Internal customer focus
3
0.98
.499
.510
.714
4 Profit sharing
0.96
.519
.533
.730
5 Awareness of how work wit
processes fit with those of
other work units
0.94
.538
.554
.744
6 Few restrictions to innovation
0.93
.553
.755
.571
7 Quality is measured at every
step of the process
0.92
.564
.583
.764
8 Receive supervisory feedback
on performance
0.91
575
.597
.773
9 Personal influence over
my work
0.89
.587
.610
.781
10 Quality improvement is
on objective data
0.88
.595
.620
.787
People willing to put in effort
11
above minimum required
Dependent Variable:Instant change adaptation; N = 176
c. F = 24.46, p < 0.001
". Method: Stepwise (Criteria: Probabilitrof-F-to-enter <= .050, Probability-of-F-to-remove >= .100).
of the organization
Accounting 38.9% of the total variance, the variable pertaining to the extent to which the structure
adaptation. The second and
facilitates focus on process improvement was found to be the strongest predictor of change
total variance respectively,
third predictors selected by the regression model, which accounted 6.2% and 3.7% of the
21-1
BEST COPY AVAILABLE
remaining predictors selected by the regression
assimilation and internal customer focus. The
were rapid technology
of the other work units; c) few
of how work unit processes fit with those
model were: a) profit sharing; b) awareness
supervisory feedback on
is measured at every step of the way; e)
restrictions to innovation; d) product/service quality
based on objective data;
work; g) decisions on quality improvement are
performance; f) personal influence over one's
in effort above minimum required.
and, h) people in the organization are willing to put
Summary and Conclusions
correlation of 0.5 or higher
study found rapid change adaptation to exhibit a
In short, the correlational analysis of this
there is no boundary
participative organization; the extent to which
with the following organizational variables:
which risk taking
problems; few restrictions to innovation; the extent to
interference between departments to solve joint
ideas are rewarded; quality
takings not punished; the extent to which new
is expected; the extent to which risk
of the organization are
excellence; and, the extent to which the employees
measurement; organizational commitment to
following variables to
time, the stepwise regression model identified the
committed to continuous learning. At the same
structure of the organization
rapid change adaptation: the extent to which the
be the most important predictors for
and, profit sharing.
technology assimilation; internal customer focus;
facilitates focus on process improvement; rapid
rapid change
variables in the regression model suggested that
Collectively the correlational data and the independent
emphass on process and
organizational setting within which there is an
adaptation would be more likely to occur in an
and internal customer focus.
rapid technology assimilation, innovation,
quality improvement, employee participation,
few restrictions to
measured at every step of the process, there are
Within such a participative system quality is
risk taking is
with the employees. Furthermore, within such a system
innovation, and the organization shares its profits
while employees enjoy task
New ideas are constantly sought and rewarded
not only not punished, is expected.
other's success and growth, and
required, are genuinely committed to each
autonomy, put in effort above the minimum
receive supervisory feedback on their performance.
demonstrate that rapid change
highlight the importance of STS theory and
In all, the findings of this study
commitment,
sociotechnical system for which employee involvement,
adaptation is more likely to occur in an optimized
variables and change
Given the high correlations between several TQM
and empowerment are of great importance.
environment for which
change adaptation is significantly facilitated by an
adaptation, one can further conclude that rapid
This can be considered an important finding
strategic priority.
quality, excellence, and continuous improvement are a
rapidly changing world.
effectiveness of total quality management in today's
because as of late some have questioned the
today's fast changing
large and drastic changes in order to cope with
The new argument is that organizations need
but continuous
approach claim that TQM, which relies on small
environments. Thus, advocates of the reengineering
In general,
otherwise.
drastic changes. The results of this study prove
changes, cannot be an effective approach to
changes in order to cope
improvement mode do not need to make drastic
companies that function under a continuous
improving companies that make it
In fact, it is frequently the continuously
with the demands of the external environment.
corresponding performance gap.
implement drastic changes in order to bridge the
necessary for the competition to
accompanied with cultural changes
that unless reengineering efforts are
Hence, the results of this study further suggest
organization will still find itself having
innovative and non-punitive entity, the
that transform the organization into an
unproductive drastic changes.
and thus being subjected to periodic and
difficulty adapting to changes in a rapid manner
and Limitations of the Study
Implication for Human Resource Development
they must foster a
who serve as change agents. In this capacity,
This study has significance for HRD practitioners
side of change. By
considers both the social as well as the technical
philosophy of open systems where transformation
predictors of instant
doctrine, they enhance their ability to foster tie
helping organizations embrace the sociotechnical
accept the quality of this
Key to an organization's readiness and willingness to
change adaptation identified in this study.
perspective is their organizational culture.
role of HRD, given the field's
for most, impossible to articulate. It is the
Cultural norms are deep, difficult to see and
guidance in interpreting
people-focused management, to uncover and provide
philosophical commitment to people and
culture supports or hinders the
is needed to understand how an organization's
these belief systems. In particular, help
from top management, HRD
continuos improvement. Given serious support
principles of total quality management and
managerial practices and work
reshape inappropriate reward structures,
practitioners can work with individuals to
through new systems
of excellence, synergy and innovation can emerge
models. By transforming these factors, a culture
learning. In short, the social rules
teamwork, and an openness to continuos
designed to favor employee empowerment,
rapid adaptation drops dramatically, as
supportive culture, the potential for effective and
can and must change. Without a
is little or no sustainable
another failed reengineering attempt where there
the organization becomes a candidate for yet
impact to bottom line performance.
21 -1
single source and
of this study was that its data was gathered from a
In terms of future research, the main limitation
will help determine
Replicating this study in other industries and environments
was conducted in a service organization.
generalized to other settings.
the extent to which the presented results can be
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