Od intervention techniques
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This document discusses various organization development (OD) interventions such as job redesign, career planning, and employee stress and wellness programs. It provides details on job redesign techniques like job simplification, rotation, enlargement and enrichment. Career planning objectives are outlined as attracting and retaining employees, effective human resource use, productivity gains, and improved employee morale. Employee stress interventions include diagnosing stress causes, supporting relationships, health facilities, and employee assistance programs.
Od intervention techniques
- 1. OD Intervention Techniques Job Redesign Career Planning Employee Stress & Wellness Program Submitted By Shubhra Dewangan
- 2. Organization development (OD) is a deliberately planned, organization-wide effort to increase an organization's effectiveness and/or efficiency and/or to enable the organization to achieve its strategic goals. OD interventions: – are structured activities used individually or in combination to improve their social or task performance – introduced by a change agent as part of an improvement program
- 3. Job Redesign
- 4. Job Redesign • Restructuring the elements including tasks, duties and responsibilities of a specific job in order to make it more encouraging and inspiring for the employees or workers is known as job redesigning. • The main objective of conducting job redesigning is to place the right person at the right job and get the maximum output while increasing their level of satisfaction.
- 5. Job Redesign Process 1 • Revising the Job Content 2 • Analyzing Job-related Information 3 • Altering the Job Elements 4 • Reformation of Job Description and Specification 5 • Reshuffling the Job-related Tasks and Duties
- 7. Techniques of Job Redesigning • Job Simplification • Job simplification is a design method whereby jobs are divided into smaller components and subsequently assigned to workers as whole jobs. Person Week 1 2 3 1 A B C 2 A B C 3 A B C
- 8. Techniques of Job Redesigning • Job Rotation • Job rotation refers to the movement of an employee from one job to another. Jobs themselves are not actually changed, only the employee are rotated among various jobs. An employee who works on a routine job moves to work on another job for some hours/days/months and returns back to the first job. Person Week 1 2 3 1 A B C 2 B C A 3 C A B
- 9. Techniques of Job Redesigning • Job Enlargement • Job enlargement expands job horizontally. It increases job scope; that is, it increases the number of different operations required in a job and the frequency with which the job cycle is repeated. By increasing the number of tasks an individual performs, job enlargement, increases the job scope, or job diversity. Person Week 1 2 3 1 ABC ABC ABC 2 ABC ABC ABC 3 ABC ABC ABC
- 10. Techniques of Job Redesigning • Job Enrichment • Job enrichment, as it is currently practiced in industry, is a direct outgrowth of Herzberg's Two Factor Theory of motivation. It is, therefore, based on the assumption that in order to motivate personnel, the job itself must provide opportunities for achievement, recognition, responsibility, advancement and growth. Person Week 1 2 3 1 ABCX ABCY ABCZ 2 ABCX ABCY ABCZ 3 ABCX ABCY ABCZ
- 11. Advantages of Job Redesigning Enhances the Quality of Work-Life Increases Organization’s and Employees’ Productivity Brings the Sense of Belongingness in Employees Creates a Right Person-Job Fit
- 12. Career Planning • What is career? • What is career planning?
- 13. General Periods in Careers
- 14. Objectives of Career Planning Attract and retain Use human resources effectively Achieve greater productivity Reduce employee turnover Improve employee morale Growth of employee
- 15. Career Planning Process Identifying individual needs. Analyzing career opportunities. Aligning needs and opportunities. Action plans and periodic review.
- 16. Initiatives taken by organizations: Career Workshops Career Centers Career Planning Guides Career Counseling
- 17. Employee Stress & Wellness Interventions
- 18. Applications Stages • Diagnosing Stress and becoming aware of its Causes Workplace Stressors Individual differences Work overload Charting Stressors Role conflict Health Profiling Role Ambiguity
- 19. To Cope with Stress Interventions are: Role clarification Supportive Relationships Work Leaves Health Facilities Employee Assistance Programs