Action Research Project You Have Been Hired As A Consultant

Action Research Projectyou Have Been Hired As A Consultant To Your Cu

Describe and analyze a human resource/organizational problem(s) and recommend an organizational development strategy (ies). Provide a rationale as to why you think this approach will help. This will require a practitioner analysis of the organizational problem of interest and an academic literature review of similar organizational problems and organizational development strategy (ies) that you believe will be most beneficial in solving the problem. Also, provide an evaluation plan for the proposed intervention(s).

The plan should have the following headings: - Problem Identification: Description of the organization Context of the problem: How do you know it’s a problem? Specifically what is the problem (select from list below)? Turnover, Job Satisfaction, Diversity, Performance Appraisals, Downsizing, or Training & Development - Needs Assessment and Diagnosis: Data collection and Data analysis - Proposed Organization Development Interventions/Strategy(ies): Required resources Timeline Anticipated resistance Potential benefit(s), i.e. cost savings - Suggested Evaluation Approach -Summary/Conclusions This assignment should be 8 pages in length (not including the title and reference pages). You must use at least five scholarly sources and format your paper according to APA style guidelines.

Paper For Above instruction

Addressing organizational challenges effectively requires a systematic and evidence-based approach, especially when dealing with human resource issues such as turnover, job satisfaction, diversity, performance appraisal processes, downsizing, or training and development. The action research project outlined herein follows a structured methodology to diagnose the problem, develop intervention strategies, and evaluate outcomes, ensuring that the solutions are tailored to the organization’s unique context and needs.

Problem Identification

For this project, we consider a mid-sized manufacturing company experiencing high employee turnover rates, which have adversely affected productivity, morale, and profitability. The organization’s HR data indicates a turnover rate exceeding industry benchmarks, particularly within the first year of employment. Employee surveys and exit interviews reveal dissatisfaction with career development opportunities and workplace diversity issues. These symptoms point to underlying problems related to employee engagement, organizational culture, and resource allocation, which require thorough diagnosis and targeted intervention.

Context of the Problem

The high turnover rate is a clear indicator of organizational distress, likely stemming from a combination of poor job satisfaction, limited career advancement, and lack of diverse and inclusive practices. It is essential to analyze the organizational environment to understand the root causes. Factors such as inadequate onboarding, ineffective performance management, and unsupportive management styles contribute to employee disengagement. Furthermore, the demographic analysis reveals a deficiency in diversity initiatives, which correlates with reported feelings of exclusion among minority groups. These issues collectively impact organizational effectiveness, necessitating interventions grounded in organizational development (OD) principles.

Needs Assessment and Diagnosis

Data collection involves both quantitative and qualitative methods. Employee engagement surveys, turnover records, and performance data provide numerical insights, while focus groups and interviews gather nuanced perspectives. Data analysis reveals patterns such as low scores in career development and inclusion, along with a correlation between these factors and turnover intentions. The diagnosis aligns with models like the Organizational Diagnostic Model and the McKinsey 7-S Framework, emphasizing areas such as leadership, systems, and culture that require change. This comprehensive needs assessment ensures interventions target priority issues, fostering sustainable improvements.

Proposed Organizational Development Interventions/Strategy(ies)

The recommended OD strategies include implementing a structured onboarding program, enhancing diversity and inclusion initiatives, and developing a continuous learning culture. Required resources encompass leadership training, diversity workshops, mentorship programs, and dedicated HR personnel to oversee these initiatives. A realistic timeline spans 12 to 24 months, allowing for thorough program rollout, employee adaptation, and initial evaluation.

Anticipated resistance may come from middle management hesitant to alter established practices, or from employees resistant to change due to fear or uncertainty. To mitigate resistance, transparent communication, stakeholder engagement, and participatory change processes are vital. The potential benefits include reduced turnover, improved job satisfaction, increased diversity, and ultimately, cost savings from lower recruitment and training expenses. These strategies aim to foster a resilient organizational culture aligned with contemporary HR best practices.

Suggested Evaluation Approach

The success of interventions will be evaluated through ongoing metrics, including turnover rates, employee engagement scores, diversity indices, and performance metrics. A post-intervention survey will assess perceived organizational climate and employee satisfaction. Additionally, longitudinal analysis will track changes over time, allowing adjustments as necessary. Regular feedback loops and leadership reviews ensure that the interventions remain aligned with organizational goals and adapt to emerging challenges.

Summary/Conclusions

This action research project demonstrates a comprehensive framework for diagnosing HR challenges, developing targeted OD interventions, and evaluating outcomes. By focusing on high turnover due to dissatisfaction and diversity issues, the organization can implement strategic reforms that enhance employee engagement, promote inclusivity, and improve operational efficiency. Emphasizing participatory processes and continuous evaluation ensures sustained change and positions the organization for long-term success in a competitive environment.

References

1. Cummings, T. G., & Worley, C. G. (2014). Organization Development & Change (10th ed.). Cengage Learning.
2. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
3. Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.
4. Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior (18th ed.). Pearson.
5. Armenakis, A. A., & Bedeian, A. G. (1999). Organizational Change: A Review and Feedback Perspective. Journal of Management, 25(3), 293-315.
6. Cohen, S., & Miller, K. (2008). Diversity Leadership Strategies. Journal of Diversity Management, 3(2), 45-55.
7. Pettigrew, A. M., & Whipp, R. (1991). Managing Strategic Change: The Role of Organizational Culture. Long Range Planning, 24(1), 20-31.
8. Waddell, D., & Cummings, T. (2014). Organizational Development and Change Management. Routledge.
9. Cameron, E., & Green, M. (2015). Making Sense of Change Management. Kogan Page Publishers.
10. Harrison, R., & Kessels, J. W. M. (2014). Human Resource Development in a Complex World. Routledge.