OD Week-12 Evaluation of Processes and Results

1. OD Week-12Evaluation of Processes and Results 11 April 2018

2. Tugas Kelompok Mhsw: Buat ringkasan pada masing2 tahap ssdg kelompoknya dlm format word, dijilid rapih. Buat power point utk dipresentasikan pd setiap pertemuan. Kelompok terbaik mendapat penghargaan khusus. Tugas ini diapresiasi dengan bobot nilai 30% dr nilai matkul. Organization Development Process Model K4 W5 K5 W6 K6 W7 K7 W8 W?. W2 K1 K8 W9 W3 K2 K9 W10 W4 K3 K10 W11 W12 W13

3. CHAPTER OUTLINE • Definition • Why Is It Important to Know How Well OD Is Working? • Why Is Evaluation Often Bypassed? • Approaches to Summative Evaluation • Longitudinal Evaluation • Approaches to Formative Evaluation • OD’s Strategic Imperatives Related to Evaluation

4. Overview Triangulation(use of multiple approaches) • it is always impossible to prove direct cause and effectwith OD. Definitionof evaluation : • “as the identification,clarification, and application of defensible criteria to determinean evaluation object’s value (worth or merit) in relation to those criteria”(Fitzpatrick, Sanders, and Worthen, 2004) • “a set of planned, information-gathering, and analyticalactivities undertaken to provide those responsible for the managementof change with a satisfactory assessment of the effects and/or progress of the change effort” (Beckhard and Harris, 1977) - field of OD Evaluation approaches: • Formative (during the process) • Summative (at the end of the process) • Longitudinal (over time).

5. The purpose of evaluation • The purpose of evaluation is • to allow the OD professional and theclient organization to make immediate adjustments while in theprocess, and • to determine whether the change effort should be institutionalizedthroughout the organization (adoption) or whether the cycleneeds to begin again to find a more effective intervention. • to determine the effectiveness of the OD professional, thoughsuch an approach is often misplaced. • The OD professional is able to doonly what the client organization allows him or her to do. • Failure to experience the benefits from the intervention could well reflect: • thechoice of the wrong intervention; • a changing environment from thetime of the assessment; • an uncooperative, time- or resource-deficient, orunskilled client organization; or • the incompetence or mistake of the OD professional.

6. APA PENTINGNYA MENGETAHUI KEBERHASILAN OD • To determine future investments in OD – Why would anorganization put more money into OD if it is not convincedthat OD is making a difference? • To improve OD processes – There is always room for improvement—nothing is ever done perfectly. • To identify alignment of OD with business strategies – Theorganization is much more likely to support a function if theperception is that the function is trying to accomplish the same things as the organization. • To build intellectual capital within the organization – Withouta means to determine whether what was done was effective, itis difficult for the organization to learn more about its functionand what it should be doing. • To stop doing what is not effective – This cannot be donewithout having some way to determine what has been effectiveand what has not been effective.

7. APA PENTINGNYA MENGETAHUI TINGKAT KEBERHASILAN OD • To be accountable to stakeholders, and ensure employee andmanagement accountability – In today’s era where corporationsare viewed as being irresponsible, accountability is a key wordin the business environment, and it will continue to be well into the future. • To reflect on and improve the overall climate and health of theorganization – Creating a healthy work environment is a majorrole for OD, and whether this has been done cannot be known without evaluation. • To avoid fads and “flavors of the month” – For some reason,OD seems particularly vulnerable to fads. Evaluation can be ameans for OD to determine whether a new intervention is trulya quality improvement or whether it is simply the next bestway for the most recent author of a bestseller to improve hisor her income! • To support the organization’s global competitiveness so theorganization stays in business – This is another way by whichevaluation can support theorganization’s strategy. • To lead the organization in keeping employees motivated andproductive – Again, evaluation will help OD know whether it isbeing successful in accomplishing this task.

8. Alasan evaluasi sering tidak dilakukan

9. THREE LEVELS OF PERCEPTION OF CHANGE • Alpha (some refer to this as first-order) change is change that is consistentwith present processes, values, and understandings in the organization. • For example, customer service training may improve customer servicein an organization that values customer service. • Beta (or second-order) change is achange in understanding what matters with a stable measure. • For example, reward systems, may actually decrease employee satisfaction, evenwith an increase in compensation, • Gamma (or third-order) change occurs when a fundamentalchange occurs in the importance of the measure itself that isapplied: • For example, in the prior example, teamwork may have createda change in the perception of what is important to employees;rewards may no longer be significant, being replaced by the importance of relationships.

10. APPROACHES TO SUMMATIVE EVALUATION • Repeating the Same Measure as ThatUsed in the Assessment Phase • Strengths in the Repeated Measurement Process. • have the greatest validity • have a high degree of credibility within the system • used originally are already in place, reducingthe costs of having to create new measurement instruments • Weaknesses in the Repeated Measurement Process. • time-consuming and expensive to repeat the measures • employees and customers tire of completing surveys, there may be a low response rate, orthe process may not be taken seriously • Return-on-Investment Models (Human Resource Accounting)

11. Return-on-Investment Models STRENGHTH WEAKNESS Estimators do not agree as to what the numbers to be used are. Because there is no way to determine accurately what thenumbers are, they are based only on guesses ROI can be expensive to implement because of the time needed ROI is based on the false assumption that other aspects of business can prove ROI. ROI takes too long, an argumentalso posed against the use of OD itself. Not all intangible benefits are financial • they provide organizations with quantitative information in monetary terms • it is in alignment with the business objective • most familiar to managers improving communications • about benefits between OD professionals and management • Align with the focus of OD as an investment.

12. Four Levels for Evaluating Training (Kirkpatrick) • Reactions(usually measured by a short survey, though focus groups are sometimes used); • Learning (usually measured with a written test or a demonstration of performance); • Behavior(based on observations of a supervisor, a third party, or self-report); • Organizationalimpact (bottom-line measures). • community or national impact (using macroeconomic measures)

14. Kirkpatrick’s Four Levels STRENGHTH WEAKNESS There is a lack of research validation; research has shown aweak link between reaction and learning on performance. The use of the word level is inappropriate; one level does notlead to the next, as implied by the term. This approach does not help in identifying how to do level 4evaluation, by far the most important and most difficult of the four levels. It provides excuses for not doing a systematic evaluation of all four levels. It is simplistic, a taxonomy rather than a model (Holton,1996). It is designed primarily for evaluating training and may not fitother OD functions very well. • widespread use • model is simple and easy to understand • well understood, • providing the profession with a common vocabulary • systems perspective because the system is multivariate and explores a variety of outcomes

15. Balanced Scorecard (Kaplan and Norton,1996) Strategy formulation and evaluation should be undertaken from four perspectives : • Financial perspective – What must we achieve to satisfy our owners? • Customer perspective – What must we achieve to satisfy our customers? • Internal business perspective – What processes must we excel at? • Innovation and learning perspective – What must we do to ensurethat we learn and grow?

16. More extensive questions to be asked in building a balanced scorecard(BSC), according to Becker, Huselid, and Ulrich (2001) • Which strategic goals/objectives/outcomes are critical ratherthan merely nice to have? • What are the performance drivers to each goal? • How would we measure progress toward these goals? • What are the barriers to the achievement of each goal? • How would employees need to behave to ensure that the company accomplishes these goals? • Is OD providing the company with the employee competenciesand behaviors necessary to achieve these objectives? • If not, what needs to change?

17. Balanced Scorecard in OD Strengths of BSC in OD Evaluation Weaknesses of BSC in OD Evaluation Determining quantitative measures for the most importantoutcomes is difficult; the system forces attention on the most easily measured outcomes. There is no established cause-effect link between innovationand learning and other perspectives. BSC is an overly simplistic strategic model (focusing its questions in just four areas). Start-up costs, for training and for developing systems, are high. BSC goals can become obsolete quickly (contrary to one of itsstated strengths), • it appears to be strategic andfocuses on the bottom line • it centers on the organization’s strategy implementation • the performance measures used do not usually get old • widespread use • it distinguishes between deliverables and doables (Becker et al., 2001); • its focus is on human capital (85% of a company’s value)

20. PENDEKATAN EVALUASI YANG LAIN • Control Group Experiment: • Using control and experimental groups to determine whether differencesexist between those who have experienced a given interventionand those who have not is probably the most powerful approach thatcan be used, when it is feasible • Systems Perspective Evaluation • A systems perspective evaluation recognizes that no one of the precedingapproaches to evaluation can be effective. Rather, there is an affirmationof the concept of triangulation; the use of multiple measures providesa variety of ways to look at the effectiveness of the intervention • OD works as a partner with managementpersonnel to identify the information they wantand to determine what deficiencies they are willing to accept.

21. LONGITUDINAL EVALUATION • It is important : • in understanding anorganization’s ability to sustain the change efforts (intervention) • to guard against the tendency of organizations toregress back to the pre-intervention state • It require the ongoing commitment of the client organizationto gather information... to determine whether the effects of the change are remaining in place.