Improving Employee Job Performance at the Local Family Business through Organization Development Interventions
Keywords:
Employee Engagement, Interpersonal Communication, Organizational Commitment, Employee Job Performance, Organizational Development InterventionsAbstract
This research investigates how organizational development interventions (ODIs) can improve employee job performance in a family-run business, Sein Hinn Company. A mixed-methods approach was applied to address key organizational weaknesses in employee engagement, interpersonal communication, and organizational commitment, identified through individual interviews and SWOT analysis. Quantitative data were collected from 108 top-level managers Pre and Post ODI, using descriptive statistics, Pearson correlation, and paired sample t-tests to measure changes and relationships between variables. The findings revealed significant positive differences in all variables Post-ODI, indicating improved performance outcomes. Additionally, qualitative data from 15 senior managers provided deeper insights through thematic content analysis. Key themes emerged: enhanced recognition, trust in leadership, better communication, improved collaboration, and practical performance improvements like task prioritization and overall management. These results informed a targeted action plan and training program addressing core behavioral changes. The study concludes that the tailored ODI significantly enhanced organizational dynamics and employee job performance, emphasizing the need for ongoing strategic interventions in family-owned businesses.
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