Evaluation of Organization Development in a Large State Government Organization

Abstract

This research was conducted to measure the impact of a six-month organ ization development (OD) effort with a top management group in a large state government organization. Such research is needed because little is known about the effects of OD on public-sector organizations. Six pre- post measures were used to control for threats to validity of the research. The impact of the OD was assessed by measuring change in collaboration, communication, and role clarity as well as the managers' ability to select and apply effective leadership styles. Although no change in management styles was detected, the data demonstrated that OD in the public sector can result in mild to moderate improvement in role clarity, collaboration, and communication effectiveness among participants. The multiple- measures design proved to be more rigorous than designs typically used for evaluating OD.

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