Affiliation:
1. Office of the Secretary of Defense
2. Pennsylvania State University
Abstract
An organizational development (OD) survey was administered to members of a military organization, supervisory groups received feedback, and a follow-up survey was conducted one year later. We hypothesized that initial levels would predict which supervisors would use the feedback, and that use of the feedback would lead to subsequent improvements. Results indicated that workgroup (N = 142) perceptions of management-supervision, supervisory communications, and work-unit climate changed significantly, but differentially, consistent with our hypotheses. Results are discussed in terms of previous meta-analytic reviews of OD interventions and practice in organizations.
Subject
Organizational Behavior and Human Resource Management,Applied Psychology,Arts and Humanities (miscellaneous)
Cited by
11 articles.
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