1. OD Week-12 Evaluation of Processes and Results
13 April 2017

2. Organization Development Process Model
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3. CHAPTER OUTLINE Definition
Why Is It Important to Know How Well OD Is Working?
Why Is Evaluation Often Bypassed?
Approaches to Summative Evaluation
Longitudinal Evaluation
Approaches to Formative Evaluation
OD’s Strategic Imperatives Related to Evaluation

4. Overview Triangulation (use of multiple approaches)
it is always impossible to prove direct cause and effect with OD.
Evaluation approaches:
Formative (during the process)
Summative (at the end of the process)
Longitudinal (over time).

5. APA PENTINGNYA MENGETAHUI TINGKAT KEBERHASILAN OD
To determine future investments in OD – Why would an organization put more money into OD if it is not convinced that OD is making a difference?
To improve OD processes – There is always room for improvement— nothing is ever done perfectly.
To identify alignment of OD with business strategies – The organization is much more likely to support a function if the perception is that the function is trying to accomplish the same things as the organization.
To build intellectual capital within the organization – Without a means to determine whether what was done was effective, it is difficult for the organization to learn more about its function and what it should be doing.
To stop doing what is not effective – This cannot be done without having some way to determine what has been effective and what has not been effective.

6. APA PENTINGNYA MENGETAHUI TINGKAT KEBERHASILAN OD
To be accountable to stakeholders, and ensure employee and management accountability – In today’s era where corporations are viewed as being irresponsible, accountability is a key word in the business environment, and it will continue to be well into the future.
To reflect on and improve the overall climate and health of the organization – Creating a healthy work environment is a major role for OD, and whether this has been done cannot be known without evaluation.
To avoid fads and “flavors of the month” – For some reason, OD seems particularly vulnerable to fads. Evaluation can be a means for OD to determine whether a new intervention is truly a quality improvement or whether it is simply the next best way for the most recent author of a bestseller to improve his or her income!
To support the organization’s global competitiveness so the organization stays in business – This is another way by which evaluation can support the organization’s strategy.
To lead the organization in keeping employees motivated and productive – Again, evaluation will help OD know whether it is being successful in accomplishing this task.

7. THREE LEVELS OF PERCEPTION OF CHANGE
Alpha (some refer to this as first-order) change is change that is consistent with present processes, values, and understandings in the organization.
Beta (or second-order) change is a change in understanding what matters with a stable measure.
Gamma (or third-order) change occurs when a fundamental change occurs in the importance of the measure itself that is applied

8. APPROACHES TO SUMMATIVE EVALUATION
Repeating the Same Measure as That Used in the Assessment Phase
Strengths in the Repeated Measurement Process.
have the greatest validity
have a high degree of credibility within the system
used originally are already in place, reducing the costs of having to create new measurement instruments
Weaknesses in the Repeated Measurement Process.
time-consuming and expensive to repeat the measures
employees and customers tire of completing surveys, there may be a low response rate, or the process may not be taken seriously
Return-on-Investment Models (Human Resource Accounting)

9. Return-on-Investment Models
STRENGHTH
WEAKNESS
they provide organizations with quantitative information in monetary terms
it is in alignment with the business objective
most familiar to managers improving communications
about benefits between OD professionals and management
Align with the focus of OD as an investment.
Estimators do not agree as to what the numbers to be used are.
Because there is no way to determine accurately what the numbers are, they are based only on guesses
ROI can be expensive to implement because of the time needed
ROI is based on the false assumption that other aspects of business can prove ROI.
ROI takes too long, an argument also posed against the use of OD itself.
Not all intangible benefits are financial

10. Four Levels for Evaluating Training (Kirkpatrick)
Reactions (usually measured by a short survey, though focus groups are sometimes used);
Learning (usually measured with a written test or a demonstration of performance);
Behavior (based on observations of a supervisor, a third party, or self-report);
Organizational impact (bottom-line measures).
community or national impact (using macroeconomic measures)

11. Kirkpatrick’s Four Levels
STRENGHTH
WEAKNESS
widespread use
model is simple and easy to understand
well understood,
providing the profession with a common vocabulary
systems perspective because the system is multivariate and explores a variety of outcomes
There is a lack of research validation; research has shown a weak link between reaction and learning on performance.
The use of the word level is inappropriate; one level does not lead to the next, as implied by the term.
This approach does not help in identifying how to do level 4 evaluation, by far the most important and most difficult of the four levels.
It provides excuses for not doing a systematic evaluation of all four levels.
It is simplistic, a taxonomy rather than a model (Holton, 1996).
It is designed primarily for evaluating training and may not fit other OD functions very well.

12. Balanced Scorecard (Kaplan and Norton,1996)
Strategy formulation and evaluation should be undertaken from four perspectives :
Financial perspective – What must we achieve to satisfy our owners?
Customer perspective – What must we achieve to satisfy our customers?
Internal business perspective – What processes must we excel at?
Innovation and learning perspective – What must we do to ensure that we learn and grow?

13. More extensive questions to be asked in building a balanced scorecard (BSC), according to Becker, Huselid, and Ulrich (2001)
Which strategic goals/objectives/outcomes are critical rather than merely nice to have?
What are the performance drivers to each goal?
How would we measure progress toward these goals?
What are the barriers to the achievement of each goal?
How would employees need to behave to ensure that the company accomplishes these goals?
Is OD providing the company with the employee competencies and behaviors necessary to achieve these objectives?
If not, what needs to change?

14. Balanced Scorecard in OD
Strengths of BSC in OD Evaluation
Weaknesses of BSC in OD Evaluation
it appears to be strategic and focuses on the bottom line
it centers on the organization’s strategy implementation
the performance measures used do not usually get old
widespread use
it distinguishes between deliverables and doables (Becker et al., 2001);
its focus is on human capital (85% of a company’s value)
Determining quantitative measures for the most important outcomes is difficult; the system forces attention on the most easily measured outcomes.
There is no established cause-effect link between innovation and learning and other perspectives.
BSC is an overly simplistic strategic model (focusing its questions in just four areas).
Start-up costs, for training and for developing systems, are high.
BSC goals can become obsolete quickly (contrary to one of its stated strengths),

15. PENDEKATAN EVALUASI YANG LAIN
Control Group Experiment:
Using control and experimental groups to determine whether differences exist between those who have experienced a given intervention and those who have not is probably the most powerful approach that can be used, when it is feasible
Systems Perspective Evaluation
A systems perspective evaluation recognizes that no one of the preceding approaches to evaluation can be effective. Rather, there is an affirmation of the concept of triangulation; the use of multiple measures provides a variety of ways to look at the effectiveness of the intervention
OD works as a partner with management personnel to identify the information they want and to determine what deficiencies they are willing to accept.

16. LONGITUDINAL EVALUATION
It is important :
in understanding an organization’s ability to sustain the change efforts (intervention)
to guard against the tendency of organizations to regress back to the preintervention state
It require the ongoing commitment of the client organization to gather information... to determine whether the effects of the change are remaining in place.