Organizational Development: Common Theories, Models, and Methodologies covered in Organizational Development

Common Theories, Models, and Methodologies covered in Organizational Development

Theory/Model/Methodology	Description
Kirkpatrick’s Four Levels of Evaluation	Kirkpatrick’s Four Levels of Evaluation are Level One-Reaction, Level Two-Learning, Level Three-Behavior, and Level Four-Results.  Kirkpatrick’s method is the standard for evaluating demonstrating the value and effectiveness of training and development programs. Giving the practitioner an easy method for translating the date from the training program into an easily translated presentation that properly explains the organization’s Return on Investment (ROI) as a result of the program’s implementation.
Gap Analysis	Gap Analysis like Rothwell’s Six-Cell Gap Analysis, is a tool within the HPT model that determines opportunities to improve performance. By comparing an organization’s desired level of performance to the employees’ actual (expected) performance, the performance gap is confirmed and thereby part of the focus for the Performance Improvement program. From this data performance, prioritization of the gaps occurs, realistic performance goals are created, and techniques based on the resources available to be used, hence this is the step setting up for the Cause analysis. Gap analysis determines the potential gaps, past, and future included while identifying an opportunity or opportunities that exists for an intervention.
The Performance Improvement/Human Performance Technology (HPT) Model	The Performance Improvement/HPT Model establishes a foundation for bridging performance gaps found in the workplace. By gathering data through organizational and environment analysis, the HPT model establishes the organization’s desired and actual performances; then both are compared through gap analysis. The HPT model is adaptable in meeting various organizational needs and workplace challenges, as evident by the cause analysis stage which analyzes further factors which influence performance and is the cause of the performance gap. With this data, the required intervention selection process occurs and then one is implemented. Furthermore, the changes are then maintained until evaluation of the program is completed. Through the four types of evaluation (Formative, Summative, Confirmative and Meta) the processes of the program are assessed and what the Return on Investment from the program for the organization is determined and available for reporting to sponsors and clients.