Differential Effects of Survey-Guided Feedback: The Rich Get Richer and the Poor Get Poorer

In: Group & organization management: an international journal, Band 21, Heft 4, S. 388-403

Abstract

An organizational development (OD) survey was administered to members of a military organization, supervisory groups received feedback, and a follow-up survey was conducted one year later. We hypothesized that initial levels would predict which supervisors would use the feedback, and that use of the feedback would lead to subsequent improvements. Results indicated that workgroup (N = 142) perceptions of management-supervision, supervisory communications, and work-unit climate changed significantly, but differentially, consistent with our hypotheses. Results are discussed in terms of previous meta-analytic reviews of OD interventions and practice in organizations.