The Initial Impact of Organization Development Interventions on Performance Management, Employee Motivation, Job Satisfaction, and Employee Performance at a Thai SME

Abstract

This study examines the initial impact of performance management, employee motivation, job satisfaction, and employee job performance in a Thai SME. It seeks to find the relationship – correlation and impact of these three independent variables on the dependent variable (employee job performance). The dependent variable is examined under the aspects: task differentiation, task completion, zero waste, and quality of output. The pre-ODI revealed the poor performance management of the company characterized among other by a lack of recognition, rare feedback and inadequate rewards and incentives which largely accounted for the low employee motivation; lack of responsibility, misunderstanding of the work itself, as well as a lack of opportunity for advancement, poor relationships with the co-workers, and poor supervision. The ODI focused on programs on personnel development and on developing goals and challenging workers, emphasizing autonomous decision making and team performance to develop employee job performance. Another program aimed to promote job ownership. All of these programs contributed to improving the level of employee job performance.