ssignment #3: Researching the Annotated Bibliography Assignments 3 and 4 In ORG 499A, you identified a topic, problem, concern, or “something” at your work or community that needed a solution, improve

CREATING EFFECTIVE TEAM

CREATING EFFECTIVE TEAM

Jennifer Bacuylima

St. Thomas University

ORG-499B-OL2

Action Research Project: Seminar B

Dr. Patricia Bloodworth

April 27, 2025

Current situation in the organization

The organization encounters major difficulties because employee participation rates remain low while workforce stability remains poor which leads to production losses and heavy recruitment expenses (Saks, 2022). The team necessary for this project must contain members dedicated to organization’s functions and represent Human Resources alongside advocates from the workplace and both a data analyst and a change management coach. The chosen participatory action research intervention will benefit employees by granting them power to develop data-grounded solutions (Shuck et al., 2021).

Distinguishing Characteristics from High-Performance Teams

The engagement-focused team places importance on goals which differ from those that high-performance teams reach through their intense collaborative efforts (Mathieu et al., 2019). Teams that address cultural problems need wider member inclusion while using gradual deliberate decision-making methods according to Kahn et al. (2023). These teams will prioritize both inclusivity alongside psychological safety instead of using high-performance team methods for efficiency because they seek areas for honest discussions about workplace dissatisfaction (Edmondson 2019). The proposed approach to culture change aligns with current models for enduring cultural transformation in organizations (Shuck & Reio, 2021).

Team Composition and Role Definitions

The suggested team organization implements modern research findings for impactful change management programs and guarantees broad expert involvement. Stakeholder representation along with technical competencies and emotional intelligence make up the fundamental components of change teams that succeed according to Kahn et al. (2023). The OD Specialist leads the team by implementing dialogic organization development methods which direct solutions from employees rather than relying on direct organizational instructions (Bushe & Marshak, 2023). The person in this position plays an essential part to keep the team working on lasting cultural transformations instead of choosing temporary solutions. Modern HR literature research will help the HR Business Partner implement effective practices that link engagement initiatives to business success (Ulrich, 2021).

The selection of three Employee Experience Advocates will happen through peer nomination to guarantee authentic frontline representation as supported by Gallup's (2023) observation about genuine employee involvement creating a 40% boost in intervention effectiveness. The People Analytics Specialist combines predictive analysis methods to identify worker engagement changes and retention dangers by using the methodology outlined in workforce analytics literature by Marler and Boudreau (2022). Changes Facilitators implement the ADKAR model (Hiatt 2022) to assist individuals in adopting new processes because research demonstrates outstanding results in change acceptance rates. Such strategic arrangement cross pairs the team with analytical capabilities for issue analysis and social abilities to deliver solutions efficaciously.

Team intervention method

The team will use Participatory Action Research (PAR) as an established modern organizational development method which solves key issues associated with traditional approaches. Recent academic publications show how PAR reaches better results through its practice of involving staff members as research collaborators instead of mere experimental participants (Bradbury et al., 2023). PAR includes repeated phases for data gathering and team analysis alongside intervention trials and reflective stages which demonstrates better outcomes than traditional linear approaches according to Coghlan & Shani (2021). Initial data collection happens through interviewing employees and running focus groups as the foundation for fully understanding what stands in their way of engagement.

Team members together with employees examine the findings to find fundamental reasons behind issues because real problems must be tackled instead of imaginary ones (Dover et al., 2020). The process enables researchers to conduct brief experiments that accumulate learning from each successive round of testing (Shani & Coghlan, 2023). Three documented benefits exist for this approach which include better employee adoption through staff expertise appreciation and organizational flexibility and strengthened internal change capability (Kemmis et al., 2022). PAR research proves its ability to deliver a 30% larger improvement in sustainability of engagement enhancement than standard survey-feedback methodologies (Burnes & Cooke, 2022) because of its effectiveness for organizations experiencing constant staff departures.

References:

Bradbury, H., et al. (2023). The SAGE handbook of participatory research and inquiry. SAGE.

Burnes, B., & Cooke, B. (2022). The past, present and future of organization development. Human Relations, 75(5), 889-912.

Dover, G., et al. (2020). The roots of inequity in organizational action research. Journal of Applied Behavioral Science, 56(2), 123-147.

Gallup. (2023). State of the global workplace report. Gallup Press.

Kahn, W., et al. (2023). Designing effective teams for organizational change. Academy of Management Perspectives, 37(1), 45-63.

Marler, J., & Boudreau, J. (2022). The strategic value of people analytics. MIT Sloan Management Review, 63(3), 1-8.

Saks, A. (2022). Caring human resources management and employee engagement. Human Resource Management Review, 32(3), 100835.

Shuck, B., et al. (2021). Employee engagement and organizational change. Journal of Organizational Change Management, 34(5), 987-1003.