Change in an organization is said to be an important factor for growth and development. In most cases, this is achieved through strategic intervention which involves deliberate, planned and focused efforts to improve organization growth, viability and relevance. For this project, performance appraisal will be the main intervention method which will be of major concern. This is because the method will help improve the productivity and overall performance of the organizations employees. Such an intervention method can also be instrumental for fundamental changes in organizational beliefs, attitudes, values and cultural change. The method will help achieve desired results and will also have positive impacts on the sustainability of the business.
Change interventions are unique for each business and organization. A strategy that delivers results for one business or organization environment, need not necessarily deliver same or similar results for another, even within same industry. Copy-cat approach seldom yields results. Business growth and sustainability hinges on continuously innovation and intervention; e.g., global initiatives, customer retention, resource management, technology adoption, employee incentive, work culture etc. Change through innovative intervention is the name of game. It’s worth noting that normally there are a number of interventions for any one situation and varies from situation to another. It is for this reason that the choice of the intervention method must be guided by the situations at hand. The right intervention method should be selected to improve organizational functioning (Chomsky, 2007).
As a consultant, there are several factors that should be put in consideration to ensure that the intervention method chosen will improve the organization functioning. One of these factors is effective communication of the expected outcome of the method. It is always important to clearly give information to the stakeholders within the organization on how the management wants its projects implemented. This will help the implementation of the intervention methods effectively and successfully for the betterment of the organization (Poole, 2004).
Another important factor that should be of concern to the success of the intervention method is the support from senior management and the executive. An intervention method can only be a success if it is adopted by all the stakeholders including the executive and top management. This is because the intervention method should be communicated to the junior staff by the executive. It is also the responsibility of the executive to offer leadership and guidance on implementation of the intervention methods towards success of the organization.
The consultants must also consider the financial resources at the organizations disposal to ensure that the intervention method is effective (Holman, Devane & Cady, 2007).
. In order to have an effective intervention method, it is always important to budget appropriately and ensure that funds are effectively utilized for better results within an organization. Poor budgeting and insufficient funding can be very detrimental to the success of the intervention method.
Another major factor for consideration is the organizational readiness to adaptation of the intervention method. An intervention method may be very good to improve the performance and sustainability of the organization. However, the organization may not be ready to adapt such intervention methods thus making it not realize its objectives of enhancing performance and sustainability. Some intervention methods are very sophisticated and thus it may be very difficult for some organization to adopt them (Poole, 2004).
The consultants must also consider and have defined terms of incremental successes. An intervention method may fail to achieve its objectives if it lacks measure of success. There must be continuous assessment exercise to ensure that the pre-determined level of success is achieved. Intervention method should have incremental successes that will ensure that the set guidelines of the method to the success of the organization are realized. Failure to have targets and desired level of success may hinder the method from achieving its objective within the organization.
Consultants must also ensure that they consult the employees of the organization before recommending an intervention method. This will ensure that the method adopted will be effective in ensuring organization sustainability and increased performance. Lack of real partnership between the consultants and the employees may lead to adoption of an intervention method that may not lead to improvement and sustainability of the organization (Holman, Devane & Cady, 2007).
Business culture is another important factor that should be considered in the choice of an intervention method. If the method fails to integrate with the organization culture, it may prove difficult to improve the organization. The consultants should therefore be very sensitive to the organizational culture when deciding on the intervention method.
The employees within an organization are also critical factor for consideration since in most cases they play a significant role in implementing the methods. The intervention method should ensure that employees morale is boosted otherwise it may fail to achieve its objective. The employees must also be competent to help implement the method.
A choice in the intervention method should be justified by ensuring that they fulfill the above success factors. For this case, we chose performance appraisal as the intervention method and may be a success as it sustains the above factors s explained below;
For instance, performance appraisal can be easily communicated to the different stakeholders within the organization. This will ensure that the people concerned will have adequate information and act accordingly (Annan, & Mousavizadeh, 2013).
Support of the intervention method by the executive is very essential. Performance appraisal is very easy to be supported by the executive and the top management within the organization since it does not have bureaucracy. It is also a very simple method to realize and is results oriented.
As earlier stated, financial resources are very essential in achieving success of an intervention method. Any organization must first review its financial strengths before adopting an intervention method. Performance appraisal is not an expensive method and thus it can be adopted by many organizations(Holman, Devane & Cady, 2007).
The other factor considered in the success of the intervention method is the organization readiness to adopt the approach. In some cases, organizations are reluctant to adopt the intervention methods at their disposal. However, performance appraisal is readily acceptable as it leads to morale boosting.
An intervention method should also be measurable and have defined terms of incremental success. Performance appraisal method serves this purpose effectively than any other method. This is because it is concerned with determining the levels of performance by individuals rewarding their effort accordingly. This means that there are different terms of incremental successes.
Business culture within the organization also plays a significant role in realizing objectives of the intervention method. Performance appraisal is a very adaptive method to any organizational culture (Poole, 2004). The method tries to improve performance and efficiency within the organization by recognizing employees’ efforts. In most cases, most organizations have the tendency of motivating employees thus making performance appraisal most suitable intervention method (Poole, 2004).
Close relationship and partnership between consultants and employees is another factor essential for organization improvement. Performance appraisal involves rewarding best performance by employees thus making it readily acceptable to them. Consultants can easily agree on this method. The method is also easily acceptable by employees. It is also not bureaucratic thus making its implementation by the staff easy.
In some cases, intervention method may be contradictory although only in rare occasions. This is because intervention method involves change of moving from known to unknown. Because the future is uncertain, and may adversely affect people’s competencies, worth, and coping abilities, organizational members generally do not support change, unless compelling reasons convince them otherwise. Similarly, organizations tend to be heavily invested in the status quo, and they resist changing it in the face of certain losses, uncertain future benefits or perceived personal benefits (Holman, Devane & Cady, 2007). Consequently, a key issue in planning for action is how to motivate commitment to organizational change, such as Business Reengineering. Such resistance to change may be contradictory to organizational objectives of improvements and sustainability and no efforts should be spared to ensure that change is acceptable. This can only be achieved by creating readiness for change within the organization and overcoming resistance to such changes.
Annan, K., & Mousavizadeh, N. (2013). Interventions: A life in war and peace. S.l.: Penguin books.
Chomsky, N. (2007). Interventions. San Francisco: City Lights Books.
New approaches to organizational communication. (1994). Albany: State University of New York Press.
Holman, P., Devane, T., & Cady, S. (2007). The change handbook: The definitive resource on today’s best methods for engaging whole systems. San Francisco, CA: Berrett-Koehler Publishers. Kilmann, R. H., & Mitroff, I. I. (1979). Problem defining and the consulting/intervention process. California Management Review, 21(3), 26–33.
Retrieved from the Walden Library databases.
Poole, M. (2004). Handbook of organizational change and innovation. Oxford, UK: Oxford University Press
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