Quantitative assessment of a Senge learning organization intervention

Abstract

PurposeTo quantitatively assess a Senge learning organization (LO) intervention to determine if it would result in improved employee satisfaction.Design/methodology/approachA Senge LO intervention in Division 123 of Company ABC was undertaken in 2000. Three employee surveys using likert‐scale questions over five years and correlation analysis were used to compare the impacts in the division, and with the company.FindingsEmployees in Division 123 accepted Senge's concepts more and had improved employee job satisfaction over those five years demonstrated by statistically significant gain scores and positive correlation results. However, the division's gain scores were not statistically better than the bank, and correlation analysis did not show a positive relationship between the intervention and job satisfaction compared to no intervention.Research limitations/implicationsThis research was limited by the survey questions used by the bank, by the difficult conditions in Division 123, and by the implementation approach. Additional research is needed to quantitatively assess another organization undergoing a Senge LO intervention.Practical implicationsAspects of a Senge LO intervention such as team learning, systems thinking, and shared vision were valuable as part of a change effort in an organization. Senge's disciplines appeared insufficient as a total change methodology.Originality/valueThis research meets the need for comprehensive empirical testing of Senge's disciplines which has been lacking here‐to‐fore. It also helps leaders better understand, from a leader's perspective, the tools to use in creating a learning organization.