Content area
Full text
ABSTRACT
The purpose of this research is to fill a gap in the existing literature by defining the current relationship between Organization Development (OD) and Human Resources (HR), and by describing the optimal future relationship between the two. In addition, this study attempts to raise awareness among managers and OD/HR professionals of the gap between the current state of OD/HR, their future relationship, and the challenges that must be overcome to reach the optimal future relationship. The data was gathered from a compilation of interviews conducted with change agents. Through the use of a qsort, a natural distribution of the data fell into four categories: 1) definition, 2) current relationship, 3) future relationship, and 4) challenges to achieving the future relationship. Implications for these findings are also provided.
INTRODUCTION
In today's organization, the people that make up the organization are being increasingly recognized for their importance and contribution to the success of the organization. Because of the emphasis on the people, departments such as Organization Development (OD) and Human Resources (HR) are taking center stage. Individuals and organizations alike are recognizing their importance, but what do these departments really do? How do they work, either together or separately, to increase the effectiveness of the company, and how can these departments continue to benefit the organization?
LITERATURE REVIEW
A review of the literature suggests that there are many different definitions of OD and HR. A commonly accepted definition of OD is "a long-term effort, led and supported by top management, to improve an organization's visioning, empowerment, learning, and problem-solving processes, through an on-going, collaborative management or organization culture - with special emphasis on the culture of intact work teams and other team configurations using the consultant-facilitator role and the theory and technology of applied behavioral science, including action research" (French & Bell, 1999).
Organization development programs are often concerned with solving organizational problems. As managers see problems, they attempt to correct them. The problems and the management solutions often affect employees and cause resistance. Planned organizational changes that are positive can still meet resistance, as not all employees may be ready for the change. Before implementing any OD effort, the resistance to change should be addressed. Often, the participative method of OD interventions can...