Strengthening Organizational Effectiveness through an ODI on Performance Management at the Departmental Level: A Case Study
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Abstract
This article explores the initial impact of an organization development intervention (ODI) on performance management at departmental and cross departmental levels and on the overall organizational effectiveness at a Bangkok-based media company. The research focused on setting up a performance management system (PMS) that incorporated goal clarity, key performance indicators, and performance feedback at the departmental level. The intent was to measure the impact of the PMS on the overall performance management and organizational effectiveness of the company in terms of departmental alignment around performance management, employee involvement and work performance. The action research was conducted at the departmental level in the company’s head office from September 2009 to March 2010. The sample size was 107. The research design used in this study was conducted by means of a quantitative self-completion questionnaire and a qualitative interview process to gather information from the study participants at the company. The results of the data analyses indicate that organizational effectiveness in terms of departmental alignment around performance management, employee involvement and work performance has increased after strengthening the performance management system (PMS) and focusing on goal clarity, key performance indicators and performance feedback.
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