A Business Case for Return on Investment: Understanding Organizational Change

by Henderson-Carter, Rya S., D.B.A., WALDEN UNIVERSITY, 2014, 158 pages; 3644831

Abstract:

Since 2010, 2,000 U. S. leaders spent $150 billion on return on investment (ROI) training, yet questions still exist on how to measure the benefits of organizational change. The purpose of this embedded single-case study was to explore how business leaders could use ROI to characterize the benefit of intervention strategies for organizational change. Stakeholder theory and Maslow's hierarchy of needs theory formed the conceptual framework for this study. A purposive sample of 20 civilian personnel managers located at a medical facility for veterans in central Texas participated in semistructured interviews. The 5 primary themes that emerged using thematic analysis were (a) training, (b) leadership, (c) communication, (d) recognition, and (e) consistency. Implications for positive social change include the possibility of organizational leaders applying these findings to develop better intervention strategies. Such interventions could improve processes for stakeholders and create an open dialogue with business leaders within the government sector.

AdviserGwendolyn C. Dooley
SchoolWALDEN UNIVERSITY
Source TypeDissertation
SubjectsBusiness administration; Economic theory; Public administration
Publication Number3644831

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