Thomas C. Head

Cultural Values and Organizational Development: A Seven‐country Study

Examines the impact of cultural values on the effectiveness and use of 19 organization development interventions. Uses a qualitative, expert consensus methodology to collect data from seven culturally diverse countries: Taiwan, the United Kingdom, Bangladesh, Denmark, the People′s Republic of China, Venezuela, and Japan. Results support the hypothesis that the more congruent a culture is with the values of organization development, the more interventions will have both greater use and effectiveness. Suggests that specific cultural values, i.e. masculine/feminine, appear to be closely linked to specific interventions′ effectiveness.

JOB CHARACTERISTICS, JOB SATISFACTION, MOTIVATION AND SATISFACTION WITH GROWTH: A STUDY OF INDUSTRIAL ENGINEERS

For the industrial engineering jobs included in the study job characteristics were associated with two of the three outcome variables as predicted by the Hackman-Oldham model. Individual job characteristics had differential impact on outcomes while moderating variables exhibited little or no influence.

Quality of Work Life and the Small Organization: A Four-Year Case Study

This article reports on a successful four-year Quality of Work Life program undertaken at a small suburban community service or ganization. The process included survey feedback, Likerts three variable model, as well as a quasi-experimental design for evalua tion. Conclusions include observations on QWL in general as well as implications for the small business.