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An exploratory study of an experiential change program's impact on participants' affective outcomes

An exploratory study of an experiential change program's impact on participants' affective outcomes Purpose – This exploratory study seeks to examine the impact of an organization's experiential change program (ECP) on participants' affective outcomes. Considering the design and learning objectives of the research organization's ECP, it aims to examine five affective outcomes: organizational alignment, organizational engagement, organizational identification, motivation to change, and job motivation. Design/methodology/approach – Pre‐ and post‐assessments were completed by mid‐level managers at the research organization. Scores were examined to measure any significant differences between their affective outcomes before and after participating in the ECP. Findings – Results revealed significant increases across all five affective outcomes with organizational alignment demonstrating the largest change. The theoretical and practical significance behind these findings is discussed. Originality/value – This study extends the landscape of literature on divergent types of implementation methods used to bring about organizational change. Further, this exploratory valuation study offers preliminary evidence underscoring the utility of ECPs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

An exploratory study of an experiential change program's impact on participants' affective outcomes

Leadership & Organization Development Journal , Volume 32 (5): 17 – Jul 19, 2011

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References (76)

Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7739
DOI
10.1108/01437731111146587
Publisher site
See Article on Publisher Site

Abstract

Purpose – This exploratory study seeks to examine the impact of an organization's experiential change program (ECP) on participants' affective outcomes. Considering the design and learning objectives of the research organization's ECP, it aims to examine five affective outcomes: organizational alignment, organizational engagement, organizational identification, motivation to change, and job motivation. Design/methodology/approach – Pre‐ and post‐assessments were completed by mid‐level managers at the research organization. Scores were examined to measure any significant differences between their affective outcomes before and after participating in the ECP. Findings – Results revealed significant increases across all five affective outcomes with organizational alignment demonstrating the largest change. The theoretical and practical significance behind these findings is discussed. Originality/value – This study extends the landscape of literature on divergent types of implementation methods used to bring about organizational change. Further, this exploratory valuation study offers preliminary evidence underscoring the utility of ECPs.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Jul 19, 2011

Keywords: Alignment; Change; Engagement; Identification; Learning; Organizational change; Motivation (psychology)

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