TOWARDS A BETTER COST AND QUALITY STRUCTURE THROUGH ORGANISATIONAL DEVELOPMENT INTERVENTIONS: A CASE STUDY

Year 2020, , 265 - 274, 28.02.2020

Meltem Yavuz

https://doi.org/10.30520/tjsosci.679802

Cited By: 1

Abstract

In order to overcome the challenges of dynamic business environments where fierce competition occurs, and to address the internal firm-level requirements (i.e. effectiveness and efficiency in operations and processes), firms need to change, thus they engage in Organisational Development (OD) interventions. This paper aims to explore the efforts of a family-owned carpet company to change its cost and quality structure through three OD interventions: (1) adapting a new wage and reward system, (2) establishing new manufacturing hubs for the weavers outside of their homes, (3) designing a training programme for the weavers. Findings of the case study bring a reasonable solution to the production-related problem of the SME.

Keywords

organisational development, case study, family-owned companies, occupational psychology, SMEs

References

• Antal, A. B., Debucquet, G., & Frémeaux, S. (2018). Meaningful work and artistic interventions in organizations: Conceptual development and empirical exploration. Journal of Business Research, 85, 375-385.
• Atkinson, A., Burgess, S., Croxson, B., Gregg, P., Propper, C., Slater, H., & Wilson, D. (2009). Evaluating the impact of performance-related pay for teachers in England. Labour Economics, 16(3), 251-261.
• Bartlett, D., & Francis-Smythe, J. (2016). Bridging the divide in work and organizational psychology: evidence from practice. European Journal of Work and Organizational Psychology, 25(5), 615-630.
• Berg, P., Kalleberg, A. L., & Appelbaum, E. (2003). Balancing work and family: The role of high‐commitment environments. Industrial Relations: A Journal of Economy and Society, 42(2), 168-188.
• Bicknell, A. (2016). Module Notes for Unit 2: Models and Methods of Organisational and Individual Change and Development, Personal Collection of A. Bicknell, University of Leicester, Leicester, UK.
• Burke, W. W. (2017). Organization change: Theory and practice. Oaks: Sage Publications.
• Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of management, 18(3), 523-545.
• Burnes, B., & Cooke, B. (2012). The past, present and future of organization development: Taking the long view. Human relations, 65(11), 1395-1429.
• Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Stamford, CT: Cengage learning.
• Dahlström, C., & Lapuente, V. (2009). Explaining cross-country differences in performance-related pay in the public sector. Journal of Public Administration Research and Theory, 20(3), 577-600.
• Foss, N. J. (2003). Selective intervention and internal hybrids: Interpreting and learning from the rise and decline of the Oticon spaghetti organization. Organization Science, 14(3), 331-349.
• Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of applied psychology, 92(6), 1524-1541.
• Gilpin-Jackson, Y. (2017). Participant experiences of transformational change in large-scale organization development interventions (LODIs). Leadership & Organization Development Journal, 38(3), 419-432.
• Hodgkinson, G. P. (2011). Why evidence-based practice in I–O psychology is not there yet: Going beyond systematic reviews. Industrial and Organizational Psychology, 4(1), 49-53.
• Ketchen, D., Combs, J., Russell, C., Shook, C., Dean, M., Runge, J., et al. (1997). Organizational configurations and performance: A metaanalysis. Academy of Management Journal, 40(1), 223–240.
• Kirkpatrick, D. L. (1994) Evaluating Training Programs: The Four Levels, San Francisco, CA: Berrett- Koehler.
• Kuna, S., & Nadiv, R. (2018). Divided we stand? Occupational boundary work among human resource managers and external organization development practitioners. Employee Relations.
• Lemieux, T., MacLeod, W. B., & Parent, D. (2009). Performance pay and wage inequality. The Quarterly Journal of Economics, 124(1), 1-49. Leonidou, L. C., Christodoulides, P., & Thwaites, D. (2016). External Determinants and Financial Outcomes of an Eco‐friendly Orientation in Smaller Manufacturing Firms. Journal of Small Business Management, 54(1), 5-25.
• Lerner, J. M. (2015). The impact of organizational development interventions on stress and engagement. Unpublished Doctoral dissertation, Capella University.
• Lien, B. Y. H., Hung, R. Y., & McLean, G. N. (2007). Organizational learning as an organization development intervention in six high‐technology firms in Taiwan: An exploratory case study. Human resource development quarterly, 18(2), 211-228.
• Lim, D. H., & Morris, M. L. (2006). Influence of trainee characteristics, instructional satisfaction, and organizational climate on perceived learning and training transfer. Human Resource Development Quarterly, 17(1), 85-115.
• Liu, W. K. (2011). Employee assistance programmes in multinational companies: An analysis with proposals. International Journal of Management, 28(3), 740-750.
• Malik, M. A. R., Butt, A. N., & Choi, J. N. (2015). Rewards and employee creative performance: Moderating effects of creative self‐efficacy, reward importance, and locus of control. Journal of Organizational Behavior, 36(1), 59-74.
• Nielsen, K., & Randall, R. (2013). Opening the black box: Presenting a model for evaluating organizational-level interventions. European Journal of Work and Organizational Psychology, 22(5), 601-617.
• Ostroff, C., Kinicki, A. J., & Tamkins, M. M. (2003). Organizational culture and climate. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Comprehensive handbook of psychology (pp. 565–593). New York: Wiley.
• Perry, J. L., Engbers, T. A., Commentators, S. Y. J., Houston, D. J., Pandey, S. K., & Risher, H. (2012). Back to the future? Performance-related pay, empirical research, and the perils of persistence. In Debating Public Administration, Routledge, pp. 53-92.
• Piketty, T., & Saez, E. (2003). Income inequality in the United States, 1913–1998. The Quarterly journal of economics, 118(1), 1-41. Randall, R., Cox, T., & Griffiths, A. (2007). Participants' accounts of a stress management intervention. Human Relations, 60(8), 1181-1209.
• Roberts, B. W., Luo, J., Briley, D. A., Chow, P. I., Su, R., & Hill, P. L. (2017). A systematic review of personality trait change through intervention. Psychological Bulletin, 143(2), 1-25.
• Romme, A. G. L. (2011). Organizational development interventions: An artifaction perspective. The Journal of Applied Behavioral Science, 47(1), 8-32.
• Sell, L. and Cleal, B. (2011), ‘Job satisfaction, work environment, and rewards: Motivational theory revisited’, Labour, 52, 1-23. Shelley, S. (1999). Diversity of appraisal and performance-related pay practices in higher education. Personnel Review, 28(5/6), 439-454.
• Smith, A., Oczkowski, E., and Smith, C. S. (2011), ‘To have and to hold: modelling the drivers of employee turnover and skill retention in Australian organisations’, The International Journal of Human Resource Management, 22, 395–416.
• Spivack, A. J., & Milosevic, I. (2018). Perceived Location Autonomy and Work Environment Choice: The Mediating Influence of Intrinsic Motivation. The Journal of Applied Behavioral Science, 54(3) 325–348.
• Stone, K. B. (2015). Burke-Litwin Organizational Assessment Survey: Reliability and Validity. Organization Development Journal, 33(2), 33-50.
• Stone, K. B., Brown, L., & Smith, S. L. (2018). Organizational Assessment: An integrated approach to diagnosis and interventions. Organization Development Journal, Spring Issue, 67-95.
• Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
• Van Aken, J. E. (2007). Design science and organization development interventions: Aligning business and humanistic values. The Journal of Applied Behavioral Science, 43(1), 67-88.