Create A Change Plan For One Organizational Performance Issu

Createa Change Plan For One Organizational Performance Issue Aligned W

Create a change plan for one organizational performance issue aligned with the needs assessment in Week 1 and the change strategy in Week 2. Include elements of a change theory to support your change plan. Provide a background paragraph to summarize prior two assignments. Consider concepts learned in PSY/355, PSY/420, PSY/435, and IOP/460. Examine at least two industrial organizational psychology concepts that demonstrate ongoing feedback's usefulness and how feedback will be used to assist with change adaptation. Apply motivational theories to maintain employee engagement during organizational changes or initiatives. Identify a method for evaluating employee performance after changes, including how to identify, collect, and analyze data, and how to present performance findings. Support your analysis with credible references in APA style. The paper should be 700 to 1,050 words, incorporating scholarly sources.

Paper For Above instruction

Organizational change is an inevitable and necessary process for organizations aiming to adapt to evolving markets, technological advancements, and internal performance challenges. In this context, an effective change plan must be rooted in a comprehensive understanding of the organizational performance issue, informed by prior assessments, and aligned with strategic change principles. This paper presents a change plan addressing a specific organizational performance concern—insufficient employee productivity—and discusses its foundation in needs assessment, change strategies, feedback mechanisms, motivational theories, and performance evaluation methods.

Background and Context

The initial needs assessment conducted in Week 1 revealed that the organization’s productivity levels had stagnated over the past year, despite increased workload demands and the implementation of new technologies. Interviews and surveys identified employee disengagement, unclear communication of performance expectations, and insufficient feedback as key barriers to maximizing productivity. The change strategy developed in Week 2 involved implementing a comprehensive performance feedback system, promoting employee involvement in decision-making, and fostering a culture of continuous improvement rooted in organizational development principles. The current change plan builds upon these previous assessments and strategies, focusing on enhancing employee motivation and engagement through theory-informed interventions.

Chosen Organizational Performance Issue

The core issue addressed in this change plan is the decline in employee productivity, stemming from poor engagement, lack of ongoing feedback, and insufficient motivation. Addressing this requires not just process improvements but a cultural shift to promote ongoing feedback and motivational support, aligning with organizational goals for increased efficiency and employee satisfaction.

Change Strategy and Theoretical Foundations

The change strategy integrates Lewin’s Change Management Model—unfreezing current attitudes, implementing change, and refreezing new practices—with Motivational Interviewing principles to promote intrinsic motivation. Additionally, elements of the Transtheoretical Model (TTM) will guide the staged implementation of feedback mechanisms. These theories support the creation of a sustainable change environment where feedback is continuous, and employees are motivated intrinsically to engage in performance improvement processes.

Ongoing Feedback and Its Utility

Two key industrial-organizational psychology concepts underpinning feedback’s importance are the Feedback Intervention Theory (FIT) and Self-Determination Theory (SDT). FIT emphasizes that feedback must be targeted and specific to influence future performance positively; ongoing, real-time feedback helps employees adjust behaviors promptly (Kluger & DeNisi, 1996). SDT highlights that feedback fostering competence, autonomy, and relatedness enhances intrinsic motivation (Deci & Ryan, 2000). By incorporating these concepts, the change plan emphasizes regular feedback loops—through weekly check-ins and digital dashboards—to facilitate adaptation and sustain engagement.

Using Feedback as a Change Tool

Regular feedback allows the organization to monitor progress, identify resistance or obstacles early, and adjust strategies accordingly. Implementing feedback mechanisms such as pulse surveys, performance dashboards, and supervisor check-ins ensures that feedback is ongoing, fostering a culture of continuous improvement. Feedback not only guides individual performance but also provides data at the organizational level to inform leadership decisions and refine change initiatives.

Motivational Theories for Engagement

Applying Self-Determination Theory (Deci & Ryan, 1985) supports fostering internal motivation through autonomy-supportive leadership, competence-building, and social relatedness. Additionally, applying goal-setting theory by Locke and Latham (2002) emphasizes setting clear, challenging goals aligned with organizational objectives, which increases motivation and commitment. Recognition programs based on these principles ensure employees remain engaged despite the complexity of change efforts, fostering a sense of ownership and purpose.

Performance Evaluation Post-Change

Evaluating employee performance after implementing change involves utilizing quantitative and qualitative data sources. Key performance indicators (KPIs), such as productivity levels, error rates, and customer satisfaction scores, will be tracked continuously through organizational dashboards. Data collection methods include performance appraisals, survey assessments, and supervisor observations. Analyzing this data involves statistical comparisons over time and qualitative feedback from employees and stakeholders to interpret the impact of the change.

Presentation of Performance Findings

To communicate the findings effectively, a comprehensive report will be prepared, including visual data representations like trend graphs and infographics. The report will highlight areas of improvement and ongoing challenges, supporting recommendations for sustained improvement. Presenting this to organizational leadership involves a combination of written insights and oral presentations, emphasizing transparency, actionable insights, and alignment with strategic goals.

Conclusion

In summary, this change plan addresses a decline in organizational productivity by employing evidence-based strategies rooted in established change theories, continuous feedback mechanisms, and motivational frameworks. Evaluating performance through data-driven methods allows for tracking progress, making informed adjustments, and demonstrating the effectiveness of the change efforts. Ultimately, fostering a culture of ongoing feedback and intrinsic motivation, supported by tactical evaluation, will enable the organization to adapt successfully to ongoing challenges and achieve its performance goals.

References

  • Deci, E. L., & Ryan, R. M. (1985). Self-determination theory. In S. R. Schunk & B. J. Zimmerman (Eds.), Self-Regulation of Learning and Performance. (pp. 13–32).
  • Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254–284.
  • Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705–717.
  • Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.
  • Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work. New York: Wiley.
  • Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). San Francisco: Jossey-Bass.
  • Vroom, V. H. (1964). Work and motivation. New York: Wiley.
  • Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Mahwah, NJ: Erlbaum.
  • Burns, J. M. (1978). Leadership. Harper & Row.
  • Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331–362.

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