Impact of an ODI on Leadership, Motivation, and Employee Engagement to Enhance Organization Effectiveness: A Case Study

Abstract

This action research investigates the impact of an Organizational Development Intervention (ODI) on leadership, motivation, and employee engagement conducted at a Bangkok-based SME from January 2011 to August 2011 to enhance its organizational effectiveness. Both quantitative and qualitative approaches were integrated. The data was collected using a survey questionnaire, focus group interviews, and observations. The results indicate that post-ODI leadership, motivation and employee engagement improved. Leaders and managers now better understand the importance of leadership and the need to support their subordinates, give advice, make expectations clear, and provide feedback. The staff also came to develop a better appreciation of themselves and others, think positively, and notice the power of questions such as “what’s rights?’ or “how can we build on the strengths?” as opposed to “what’s wrong?’ or “ who’s to blame?”. Motivation was enhanced by training and workshop classes, a redesign reward system, and monthly activities. The improved employee engagement is now reflected in their teamwork, involvement, sense of company identity, better communication, and performance. The much improved organizational effectiveness has translated in fewer late arrivals, less absenteeism, and fewer complaint letters and resignations as well as higher net profit.