Understanding Organizational Change: A Comparative Study of Multifaceted Interventions

Abstract

This article reports the results of a 2^1/2-year action research project designed to investigate the differential impacts of sociotechnical system, job redesign and survey feedback interventions on a wide array of attitudinal and performance measures in comparable units of an organization. It was found that the attitudinal effects of the interventions were quite similar; however, only the sociotechnical system intervention resulted in major productivity improvements and cost savings. Implications for research and practice are discussed.