How Effective Is Data Survey and Feedback as a Technique of Organization Development? An Experiment

Hand, Herbert H.; Estafen, Bernard D.; Sims, Henry P.

doi:10.1177/002188637501100306

Cited by 20 publications

(6 citation statements)

References 20 publications

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“…In all cases, the intervention included attitude surveys in the form of questionnaires and interviews, tabulated summarization, and feedback to the surveyed group. Bowers (1973), Brown (1972), and Hand et al (1975) used nonequivalent control group design. Bowers (1973) attempted to assess survey feedback by comparing its effects on climate and attitude to the effects on these criteria of other OD interventions (lab training, task process, intergroup, data handback, and no treatment) in separate settings conducted by various consulting teams.…”

Section: Survey Feedbackmentioning

confidence: 99%

“…Hand et al (1975) conducted their research in a lab setting using 216 college-level business students doing a simulation game (INTOP); attitudes and performance were assessed. Premeasures were not taken until the fifth segment of the game, which allowed group members to become acquainted with each other and with techniques required to play the game.…”

Section: Survey Feedbackmentioning

confidence: 99%

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Organization Development Techniques: Their Impact on Change

Margulies¹,

Wright²,

Scholl³

1977

Group & Organization Studies

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Organization development (OD), as an applied arm of the field of organizational behavior, purports to facilitate organizational change through the use of a variety of change interventions. Its proponents feel that the tools and techniques of OD can improve an organization's problem-solving ability, increase its ability to adapt to rapid societal change, and provide managers an updated set of concepts and methods for managing their organizations. This article reviews and evaluates the research on the impact of organization development interventions. Although there is an abundance of literature on OD, there is very little research on its effects that can withstand the rigorous testing most social scientists would expect. Furthermore, there is research available on only six interventions of the wide variety reported in the literature. Although there is a paucity of research information in this area, what is available does help to identify what is known and what is speculation about OD. More important, the review reported here indicates areas for improved research and directions for future research.Organization development has existed for something more than a decade as a technology that purports to facilitate organizational change and indirectly lead to increased organizational effectiveness. Whether this growing technology has a solid theoretical and empirical base and whether it can produce the changes that the &dquo;field&dquo; claims can and do occur in organizations are questions that both practitioners and academicians are beginning to ask.The objectives of this review are threefold. First, to find research that can answer these questions; second, to identify the problems in existing research studies in order to guide future research; and, third, to summarize the conclusions that may be drawn from the research that does exist on OD.

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Section: Survey Feedbackmentioning

confidence: 99%

Section: Survey Feedbackmentioning

confidence: 99%

Organization Development Techniques: Their Impact on Change

Margulies¹,

Wright²,

Scholl³

1977

Group & Organization Studies

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“…Some rigorously designed studies using quantitative productivity measures have, in fact, found positive effects of team building (Hughes, Rosenbach, and Clo&, 1983;Howe, 1977), thereby refuting the reverse-rigor argument. But other such studies have reported no effect on performance (Woodman and Sherwood, 1980;Hand, Estafen, and Sims, 1975) and yet others found negative effects (Boss and Mc-Conkie, 1981;Porras and Wilkins, 1980). To explain these remaining contradictions in the literature, we must look beyond experimental rigor and performance measurement.…”

Section: Previous Research Resultsmentioning

confidence: 96%

A diagnostic model for team building with an illustrative application

Bottom

Baloff

1994

Human Resource Dev Quarterly

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Team building is a very popular HRD intervention. Yet research results have been mixed, providing little support for such widespread application. This study begins by examining the reasonsfor these inconsistent results. In general, researchers havefailed to diagnose the appropriateness ofteam-building interventions and to tailor interventions to the specilfc needs of teams. This in turn repects the absence ofan explicit theory of team building in which relevant variables are identijed and related. To correct this, a group-process model i s proposed for purposes of diagnosis andfor designing specijc teambuilding interventions. Application of this model is illustrated with an empirical study of team building utilizing a complex management-simulation game with newly formed groups. The results illustrate the diagnostic application ofthe model and provide supportfor team building us a means of improving group effectiveness through its effect on group process in this situation. Implications for future team-building research and for the practice of team building are discussed.Team building is an HRD practice that has achieved widespread practical application in many diverse settings. Indeed, it has been one of the most popular and frequently applied of all HRD interventions for many years (Beer, 1976; Golembiewski, 1990). Reference to textbooks on organizational behavior or HRD will substantiate its popularity However, the widespread practice of team Note: We wish to thank

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“…Most studies have investigated how individuals are affected once feedback is delivered. The results of these studies strongly indicate that feedback is an effective way to improve individual work attitudes and job satisfaction (Miles et al, 1969;Mann, 1969;Brown, 1972;Bowers, 1973;Hand et al, 1975;Adams, 1977). These results appeared to be independent of the manner in which feedback was framed or delivered.…”

Section: Theory and Research On Survey Feedbackmentioning

confidence: 99%

Survey Feedback as a Large-Scale Change Device: An Empirical Examination

Conlon¹,

Short²

1984

Group & Organization Studies

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The impact of a data-feedback intervention on organizational attitudes and perceptions was examined. Low, medium, and high levels of supervisory mediation of feedback were compared with a control condition across nine scales from the Air Force's Organizational Assessment Package. The scales measuring supervisory character istics, task perceptions, goal clarity, and opportunity for advancement were shown to be affected by the intervention. In addition, the effects occurred only in those situations where the work group supervisor was perceived, by group members, as having fed back the data. Finally, a significant relationship was obtained between preintervention mea sures of supervisory characteristics and the propensity of the supervisor to provide feedback to the work group. Practical implications are discussed.

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How Effective Is Data Survey and Feedback as a Technique of Organization Development? An Experiment

Cited by 20 publications

References 20 publications

Organization Development Techniques: Their Impact on Change

Organization Development Techniques: Their Impact on Change

A diagnostic model for team building with an illustrative application

Survey Feedback as a Large-Scale Change Device: An Empirical Examination

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