Purpose: The project is a survey-feedback intervention directed at managers in public sector authorities. We suggest that organisational prerequisites, such as manager/employee ratio and arenas for dialogues, affects the relations between organisational levels and managerial practices, that in turn affects both the managers’ working conditions and performance. The aim is to present the intervention model and results of three complementary evaluations.
Design/Methodology: Twenty eight public sector organizations providing educational, social and technical services within seven local government authorities were selected. The managers (n=720) answered questionnaires before and after the intervention (2009 and 2011) and register and interview data were collected. 22 organisations constituted the reference group whereas six organisations took part in the survey feedback intervention. Support to facilitate change processes was provided. Three types of evaluations were applied: Quantitative effect evaluation, self-evaluation and process evaluation.
Results: Some organisations were very successful in changing the formal decision structure, the job assignments and the communication patterns. However change was not consistent among the intervention organisations. Process evaluation showed a link between intervention results and how the organisations handled the change processes.
Limitations: Interventions did not follow a strict protocol, all interventions were implemented differently.
Research/Practical Implications: Multisource and multi-method perspective is needed when evaluating intervention effects in organisations. The results show both facilitating and obstructing circumstances for organisational interventions that can be used in the design of intervention programs aiming at improving managers working conditions and performance.
Originality/Value: Intervention studies comprising many organisations are rarely performed which means that the results of the present study contributes to both research and practice.
2013. 528-529 p.
16th Congress of the European Association of Work and Organizational Psychology, 22-25 May, Münster, Germany