Page 126 - Psychological Management of Individual Performance

106 organizational design and organizational development
Worse More Worse Neither/Nor More Improved Improved
Employees' consciousness of cost
Employees' consciousness of quality
Conscious- Consciousness of customer wishes
ness
My own consciousness of quality
My own consciousness of cost

Mutual support

Cooperation/ Flow of information
Process
Work-flow efficiency
Overlap cooperations

Reasonable workload and demand

Work Identification with the enterprise
Situation
Possibility to more responsibility

Enjoyment of working
Worse More Worse Neither/Nor More Improved Improved
FIGURE 5.6 Employees’ perceptions of the changes (N = 106)

This problem was also voiced within the framework of the evaluation. Employees rated the
behavior of management with regard to fostering continuing implementation of the change
process as less than positive and exemplary. Since 1998, the machine-building firm has
continued a steady company development on its own. As a part of that process, one person
from Human Resource Management, as an internal change agent, continues to monitor the
implementation of formal aspects, such as the selection and training of group speakers, and
to initiate internal evaluations and assessments.

CASE STUDY II

ORGANIZATIONAL DEVELOPMENT IN A HUMAN RESOURCE
MANAGEMENT DEPARTMENT

The pre-change situation
In the administrative, operations, and service units of a large educational and research
institute, a program of change was undertaken in order to gain a sustainable increase in
effectiveness, quality, and efficiency.
In this connection, the institute initiated a program of organizational development in
the human resources department. A study of prevailing conditions revealed the following
problems in the work situation of the 20 employees in the department:
procedures mainly administrative; intensive paperwork

multiple, poorly defined interfaces