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A Study on orgAniSAtion
interventionS from it
induStry PerSPective
raisa de*, Abhiti tiwari**
*Institute for Technology & Management - ITM Business School, Mumbai, Maharashtra, India.
E-mail: [email protected]
** Institute for Technology & Management - ITM Business School, Mumbai, Maharashtra, India.
E-mail: [email protected]

Abstract In a fast-paced, continually shifting environment resilience to change is often the single most important factor that distinguishes
those who succeed from those who fail. - Tom Peters

The current knowledge economy requires organisation to be learning organisation in order to adapt to current challenges because changes
and improvements in technology are constantly driving the need for learning as organisation, need to respond to new technologies in order to
remain competitive. Introduction of the technology should be supported by various different factors in order to manage the demand effectively,
that the new change brings with it, thus help it to survive and flourish (Dehinbo, 2010). Change is not always easy to implement in an
organisation but changes are required to survive and flourish. When changes are made, it is an opportunity for learning and if the changes are
comprehensive, emphasis should be placed on learning. Interventions, i.e. the structured activities are the principal learning processes in the
“action-stage” of organisational development. A learning organisation aims at aligning interventions with the Organisation’s main features
which are systems thinking, personal mastery, mental models, shared vision and team learning (Senge, 1999). As a part of change management,
in IT sector, both the “operator culture” and “engineering culture” act as a facilitator to adapt the change.

Keywords: Interventions, Learning Organization, IT Organization, Culture, Change, Transformation, Organizational Development

1.  Introduction Organisations are complex ecosystems of assumptions,

and interactions. In order to adapt and attain sustainable
The past few decades have been characterised by a developments through lasting and impactful changes, leaders
succession of fundamental shift in the way companies must have a thorough understanding of the present system
operate and structure themselves. Big-data analytics, lean and ability to recognize impacts of various interventions
manufacturing, multi-channel management, social media (Parmar, 2012). In a fast paced, continually shifting
are the recent trends that present learning organisations are environment, resilience to change is often the single most
trying to catch up with, in order to maintain their position requirement. Present day organisations have to go through
effectively in this age of cut-throat global competition. Thus series of changes including adjusting to the marketplace;
business while going through the transformation phase to linking the value chain; living with corporate downsizing;
attain sustainable innovation, will only be effective when leading self-managed teams; communicating, learning,
supported with adequate resources and different skills and developing competencies; managing the value-based
(Capgemini Consulting, 2012). Companies principally organisation; and initiating transformational learning. So it
conduct two different forms of transformations that are becomes necessary to integrate the latest advances in strategic
fundamental or incremental. Most of the sudden changes change, managerial leadership, continuous improvement,
that bring about environmental shifts in market places like and learning and development (Belasen, 1999).
introduction of new technology or regulations, handling
sudden changes in demand or sudden entry of new rivals 1.1.  IT Organisations 
are typically managed at the corporate level by fundamental
transformations (Capgemini Consulting, 2012). Incremental Over the last couple of decades for improvement in
improvements are typically managed by the line organisation performance of employees especially knowledge workers,
and characterized by gradual improvements. various techno-interventions have played the vital role
28 International Journal of Knowledge Mangement and Practices Volume 2 Issue 1 March 2014

(Parmar, 2012). Introduction of personal computers, digital assisted by PROPEL framework and spiral dynamics. Some
assistants, personal productivity software, various mobile other deployed initiatives include rewards and recognition,
technologies have supported the knowledge workers and AEP (account excellence program) – relationships modelled
helped them in the transformation (Parmar, 2012). The IT on Tata business excellence model; value cards at large
& ITes industries help to achieve the vision of a powerful relationships – voice of customers, shareholders, employee
and resilient India by increasing the GDP of the country, and technology, feedback survey – e.g. “Darpan – reflect and
enhancing employment and exports, thus contributing to the improve”.
growth of Indian economy (Parmar, 2012). Now, advances in
collaboration technologies have changed the way teams work 1.1.2.  I  nternati onal Business Machines 
together in addition to the challenges they face with regard Corporati on
to technology and collaboration. Due to these changes, it is
important to take a look at interventions and how they can be With headquarters in Armonk (New York, United States)
technology-driven or administered. Advances in technology- the American multinational technology and consulting
driven interventions can have a substantial impact on virtual corporation, International Business Machines Corporation
project management and online education. (IBM) is a leader in manufacturing computer hardware
IT organisations in India are continuously transforming, in and software. It also offers infrastructure, thus hosting
order to survive in the competition. A study on some of the and providing consulting services in areas ranging from
companies was done. mainframe computers to nanotechnology (Wikipedia).
No company lives more than a decade or two without
1.1.1.  Tata Consultancy Services reinventing itself. IBM has kept up with the white hot
speed of technological change, evolving from a tabulating
Tata Consultancy Services Limited (TCS) is an Indian IT company to IT consultant powerhouse. Because IBM
multinational company headquartered in Mumbai, India leadership understood the imperatives for thriving in
(Wikipedia). TCS wants to create a sense of ownership turbulent times, it has managed to stay on top. In the
among its employees across all levels and thus designing and intensifying volatility of today’s global environment, IBM
implementing various strategies to effectively bring about has followed strategies like-Be nimble and quick to adapt
this change management. TCS believes that transformations in a world of disruptive change, Know your customers
at the organisation level depend on the ability of its intimately, Cultivate collective responsibility based on
employees to adapt the changes. Therefore, they believe that “systems knowledge”, and Stay committed to your core
in order to make a change management effort successful, values. In IBM, Change Management was initiated to
the organisation needs to not only build but also promote avoid service outages, automate changes, and adhere to
a bidirectional communication channel that will aid in governance policies. Various prominent OD interventions in
effective communication of the need for change throughout IBM comprises of Transformation of Vision. As a part of
the organisation, and also encourage employee suggestions, their OD intervention they transformed their vision to “One
queries and concerns regarding the proposed change IBM” and focused on innovation through enhancement of
(Rahul Mittal, 2012). It will include successive levels of emerging business opportunities that ultimately manifested
management in the decision making thus ensuring complete into cultural change within the organisation. The organisation
understanding of the need for change, and foster a spirit of also saw cost cutting as a strategy for global functions
collaboration. In order to create a sense of ownership among and processes. Introduction of e-business was a part of
employees, it’s the responsibility of managers to engage technological interventions (Lynda and Applegate, 2009).
people at all levels and ensure that they accept change Various HR interventions included employee empowerment
through a continuos support ensuring the transition (Rahul programmes, corporate stress management programmes,
Mittal, 2012). wellness programmes like “Think Light”, “Spark People”;
Global workplace safety programmes like “OSHA Voluntary
The paradigm shift in TCS came through its OD interventions Protection Programs” (VPP).
like Goal alignment & Balance Score Card Strategy - teach,
train & transfer. Human resource interventions included plans
1.1.3.  Infosys 
such as career planning & mentoring process, formulation
of career paths, new role definitions of HR, training and Infosys (formerly Infosys Technologies) is an Indian
development like “Academic Interface Program”, “Initial multinational provider of business consulting, information
Learning Program”. Another noteworthy program of TCS is technology, software engineering and outsourcing services.
PROPEL – The Intervention: Culture Building @ TCS, which Infosys is the third-largest India-based IT services company
mainly comprises of exchange of ideas and problem solving by 2012 revenues.
in two modes – confluence and camp; team alignment is
A Study on Organisation Interventions from IT Industry Perspective 29
Infosys’s organisational change management competency adaptive, flexible, dynamic, proactive and competitive
deals with certain factors like training & HR, stakeholders’ (externally).
assessment and communication. These are divided into
Successful integration of intervention into organisation is
six modules such as organisational readiness, stakeholder
based on readiness of employees for change, capability to
analysis, readiness preparation, communication plan,
change, culture and capabilities of change agent (Thomas
training plan, human resources. In Infosys, organisational
G. Cummings, 2009). All these affect the design and
change management competency covers organisation
implementation of almost any intervention.
readiness, training & HR, stakeholder assessment and
communication (Nadir Masood, 2005). Different OD The different types of Intervention that an organisation
interventions executed in Infosys are HR interventions which generally follows are:
included strategies like increase in employee compensation, • Process Interventions deal with interpersonal
training of employee – mainly “Virtual Reality Simulation relationships and group dynamics such as T – Groups,
Model”, rightsizing change initiatives to suit organisation Process Consultation, and Third Party Interventions.
culture/challenges and surveys & feedbacks; technological
The following interventions deal with Human Processes
interventions mainly comprised of launching of Big Data
that are more system wide than individualistic or small-
Edge, unified communications and collaborations. Another
group oriented, for example Intergroup Relations, Grid
recent vital OD intervention that the company went through
Organisation.
was switch at senior level to broaden key leadership
experience to encourage “cross industry perspective” and it • Techno-Structural Interventions: Some of techno-
included programs like “Leadership Development Program” structural interventions are restructuring (for examples
and “9 Pillar Model”. task methods and job design) and structure (for
example, downsizing, reengineering).
• Human Resource Management Interventions like goal
1.2.  Interventi ons setting, performance appraisal, reward system, career
planning and development, managing work force
“Interventions” are structured activities that act as principal diversity, employee wellness.
learning processes in the “action” stage of organisation
• Strategic Interventions link the internal functioning
development, individually or in combination by the members
of the organisation to the larger environment and
of a client system to improve their social or task performance
transform the organisation to keep pace with changing
(Wikipedia). Interventions attempt to change an organisation
conditions. Examples are integrated strategic change,
or any particular department towards a more effective and
Alliance Formation, mergers and acquisition, trans-
sustainable state and thus it disrupts the prevalent status quo.
organisational development,
There are three major criteria in OD that define effective
interventions (Thomas G. Cummings, 2009).
The first criterion is relevance of the intervention to the
2.  Pur�o��
organisation and its people, that is finding correct fit with the The purpose of the study is to find out how organisational
need of the organisation, thus to build capacity for change and development interventions in different IT organisations
enhance organisational effectiveness. The second criterion have guided them through the transformational changes and
is knowledge and understanding of intended outcomes by enhance the holistic development of employees in a learning
the employees. The third is that the degree to which the organisation. This study will also help us to find out, to what
intervention will be able to enhance the organisation’s ability extent the learning organisations are alert to early weakening
to manage change (Thomas G. Cummings, 2009). signs of external changes that it will move promptly to make
An organisation requires its employees to actively participate internal changes designed to keep it viable in the changing
in designing and implementing intervention and gain external world (Senge, 1999). It will also help to determine
skills for effective change management. In this fast paced which transition strategy for change e.g. individual change
persistently changing technological, social, economic, and strategies, techno-structural strategies are being adopted
political aspects, competence in change management is vital by the organisations. This study will throw some light on
(Thomas G. Cummings, 2009). how organisations planned to attain desired future goals
through organisational development interventions. Another
An intervention initiative which is collaborative in nature and important purpose of research paper is to prove that culture
maintains transparency, involving all levels of management of any organisation acts as a reinforcing factor in every step
in decision making leads to the creation of culture that is of transformation within an organisation.
30 International Journal of Knowledge Mangement and Practices Volume 2 Issue 1 March 2014

3.  Lit�r�tur� R��i�� involvement collaboratively directed towards values and

goals makes up a learning organisation (Pedler et al. 1991:
3.1.  Learning Organisati ons 1). The emergence of the idea of the ‘learning organisation’
is wrapped up with notions such as ‘the learning society’.
A learning organisation is the term given to a company that
Its necessary to be adapt at learning, not only just to be able
facilitates the learning of its members and continuously
to transform institutions but also institutions, in response
transforms itself (Wikipedia). The term was coined by
to changing situations and requirements but also develop
Harvard’s Chris Argyris, but it was Peter Senge, a highly
systems capable of bringing about their own transformation
acclaimed business strategist with a PhD in Management,
continuously (Dehinbo, 2010).
who popularized the term in his book, “The Fifth Discipline.”
In a similar spirit, Ikujiro Nonaka characterized knowledge-
Peter Senge, who popularized learning organisations in his
creating companies as places where “inventing new
book The Fifth Discipline, described them as places “where
knowledge is not a specialized activity it is a way of
people continually expand their capacity to create the
behaving, indeed, a way of being, in which everyone is a
results they truly desire, where new and expansive patterns
knowledge worker.” Nonaka suggested that companies use
of thinking are nurtured, where collective aspiration is set
metaphors and organisational redundancy to focus thinking,
free, and where people are continually learning how to learn
encourage dialogue, and make tacit, instinctively understood
together.” To achieve these ends, Senge suggested the use of
ideas explicit.
five “component technologies”: systems thinking, personal
mastery, mental models, shared vision, and team learning “If learning comes through experience, it follows that the
(Senge, 1990:3). more one participates in guided experiences, the more one
learns; therefore venturing, into uncharted waters and
Systems thinking: Learning organisations use this
experiencing the failures that may occur is an important part
method of thinking for assessment of their company and
of organizational learning.”- Gould, DiBella, Nevis (The
use information systems to measure the performance of the
Systems Thinker, Vol .4 No .6)
organisation as a whole and of its various components. Here
the characteristics have to be apparent in an organisation for
it to be a learning organisation. 3.1.2.  Organisati onal Change
Personal mastery: The process of learning is known as
personal mastery. Maximum learning in the workplace Organisational change is a structured approach in an
is incidental and gained from experience rather than from organisation for ensuring that changes are smoothly and
the imparted training programs; therefore it is important to successfully implemented to achieve lasting benefits.
develop a culture of practicing self-mastery. Organisational effectiveness determines how the organisation
is achieving its intended outcome. Effectiveness depends
mental models: It’s the basic assumptions that an individual on organisational performance and various other internal
and organisation have. To become a learning organisation, performance outcomes related to effective and efficient
these models must be challenged. Individuals tend to espouse operation in face of various external factors (Richard et al.,
theories, which are what they intend to follow, and theories- 2009).
in-use, which are what they actually do.
Change capability of an organisation is mainly associated
Shared vision: The development of a shared vision creates with the knowledge and skills an organisation has related
a common identity and motivates employees to achieve a to change, the systems and resources that will be required
common goal. for change and the experience that an organisation goes
team Learning: The accumulation of individual learning through during change. First, management of planned
constitutes team learning. The advantage of team or change will require particular knowledge, expert skills and
shared learning is improved problem solving capacity of specific change management competence to maintain the
the organisation and better access to expertise. Learning momentum. Second, change requires an infrastructure to
organisations facilitates team learning through openness and support the transition. For effective execution of change
cross boundary activities. process, program and project management offices, various
consulting resources, along with shared models are vital
(Thomas G. Cummings, 2009).
3.1.1.  Other Concepts of Learning Organisati on
Organisations tend to change primarily because of external
The Learning Company is a vision that requires proper pressure rather than internal desire or need to change.
training at organizational level. Learning company is Competent or learning organisation will be so alert to
an organisation which continuously transforms itself by
facilitating the learning of all its members. Total employee
A Study on Organisation Interventions from IT Industry Perspective 31
early wakening signs of external changes that it will move benefits, lack of proper guidance.
promptly to make internal changes designed to keep it viable
Developing leadership culture is about growing leadership
in the changing external world. Competent organisations are
talent to the needed level of capability (French, Bell,
those that continue to change and to survive.
Zawacki, 6th Edition).
Change can occur in several ways – like individual
To break through the current capability ceiling, can be a
change strategies, techno-structural strategies, data based
challenge (CCL, John B. McGuire, Charles J. Palus, William
important phase which is the in-between or transition state.
Pasmore & Gary B. Rhodes, 2009). Another challenge faced
Organisational change is a matter of assessing current
can be related to capability – building (IMD, Stanford).
organisational situation (present stage), determining the
desired future and both planning ways to reach the desired A well planned and systematic integration of intervention is
future and implement the plans (transition phase). Resistance always appreciated and accepted by the employees. For this
to change varies in different stages of transformation, so it is necessary that the company facilitates a common and
the organisations have to come up with different change widespread understanding of the organisation’s vision and
strategies and techniques (The Nature of Planned Change: culture, integrate training strategies with job promotions and
Lewin’s Change Model ). These levels involve changing the build employee champions to implement critical strategies.
individuals who work in the organisation – that is their skills,
values, attitudes and eventually behaviour , but making sure 4.  R����rc� M�t�odo�o��
that such individual behavioural change is always regarded
as instrumental to organisational change; changing various 4.1.  Parti cipants and Procedures
organisational structures and systems – reward systems,
reporting relationships, and work design (Senge , 1999). The respondents in our study were employees nested with
the three IT organisations under study. Data were collected
It is vital that the transformation process be driven from the
from 90 participants (30 from each company) via email.
very top levels of the organisation; the managers must lead
Average age of the respondents is 32 years. Organisational
the changes with a positive attitude and have a clear positive
tenure served varied from 6 months to 5 years (Table 1)
compelling vision of what is to be achieved. Knowledge and
information is the organisation’s most important asset. It is Secondary Data related to OD interventions in context of
necessary to communicate the goals, vision and strategies management of culture and change in learning organisation
to the employees and it’s the responsibility of a successful were collected from various journals and books. In this
manager to create a learning environment. Employees need analytical research paper, we made a comparative study of
to get involved in the change process in order to create OD interventions in three eminent IT companies namely
an adaptable culture within the organisation (Capgemini Tata Consultancy Services (TCS), International Business
Consulting, 2012). Machines (IBM) and Infosys. Questionnaire was constructed
after an extensive review of literature. Certain attributes
were identified and measured on Likert’s 5 point scale.
3.2.  Challenges in Transformati on  Convenience sampling method was being carried out to
choose respondents for primary research. We used Statistical
“The crux of the idea is that for a learning organization to Package for Social Science version 12.0 (SPSS 12.0) for the
be achieved many changes must be implemented. There can purpose of data analysis. Statistical methods used are Factor
be no doubt that an organization that enters such a change Analysis & ANOVA.
without a full commitment to them will not succeed. Hence it
is constantly reframing: looking at problems from different table 1: demography of respodents
angles or developing and exercising skills. In short it is never
static. To comply with this, the people in the organization Percentage of
Age of respondents Percentage tenure
must continually adapt to changing circumstances.” – Tom reply
Peters 20-30 40 < 1 year 17%
An organisation may face several challenges, mainly human 30-40 55 1-3 years 65%
resource practices while going through the transformation 40-50 5 3-5 years 18%
phase. Some of the important factors that act as resistance
to change are unclear communication of the new goal
or objective, fear of unknown, lack of competence, 4.  M���ur���nt
connectedness to the old way, low trust, feeling excluded,
change in status quo, change in routines, rewards and Organisation interventions were included asking respondents
to indicate their agreement on a 5 point Likert Scale
32 International Journal of Knowledge Mangement and Practices Volume 2 Issue 1 March 2014

table 2: component Analysis

Factor Items Loading Eigen Value % of variance

5. The Organisation introduced the Inter- 1.272 9.087
ventions at the right time.

7. Other HR initiatives (Reward & Recog- 0.940 6.712

1.Transformation Phase nitions, Wellness programs, Employee em-
(H1) powerment programs etc.) taken during the
transition phase were helpful.

14. The organisation has shown agility

(fast) in driving transformation 0.474 3.388

1. The organisation helped a lot to cope up 1.775

12.678
and adapt to the changes

2.Interventions introduced 4. The interventions helped to develop the 1.412

10.084
systematically (H2) system (organisation) as a whole.

12. The interventions were introduced into 0.568

the system systematically & smoothly. 4.057

6. Appropriate Training & Development 1.128 8.055

initiatives were taken up by the organisa-
tion to adapt to the changes.

3.Interventions leading to 9. The interventions enhanced holistic de-

0.755 5.391
development (H3) velopment (personal & professional devel-
opment)

11. The interventions enhanced productiv-

ity & economical profitability. 0.588 4.199
2. Supervisors/ seniors/ managers were
supportive enough during the transition
4. Employees role in im- phase. 1.592 11.369
provement (H4)
3. The interventions helped to improve the 1.470 10.502
departmental function
10. Majority of the interventions were initi-
5. Interventions were im- ated because of external pressure (competi-
posed (H5) tor, change in market trends, technological
advancement etc. ) 0.725 5.179

8. Culture of Organisation (work culture) 0.792

acted as a reinforcing factor in transforma- 5.661
6. Role of culture, vision & tion
objective (H6)
0.509
13. The new shared vision & objectives 3.637
were communicated clearly.

(5- Strongly Agree and 1- Strongly Disagree). Principal 5.  Findin�� �nd R��u�t�

component analysis and varimax rotation were conducted
on the questions, using a minimum Eigen value of one as a Null Hypothesis (H0): There is no significant difference in
criterion for the factors extracted. Refer Table 2. the concerned attributes within the companies.
Each of the factors was then computed as separate variable.
A Study on Organisation Interventions from IT Industry Perspective 33
table 3: mean values of interventions

N Mean
Transformation phase IBM 30 3.2667
TCS 30 3.4889
Infosys 30 3.1111
Total 90 3.2889
Interventions introduced systematically IBM 30 3.6333
TCS 30 3.5889
Infosys 30 3.4444
Total 90 3.5556
Interventions leading to development IBM 30 3.4444
TCS 30 3.3000
Infosys 30 3.1667
Total 90 3.3037
Employees role in improving the departmental functions through transition IBM 30 3.4500
TCS 30 3.5500
Infosys 30 3.3500
Total 90 3.4500
Interventions were imposed IBM 30 3.7333
TCS 30 3.8667
Infosys 30 4.3333
Total 90 3.9778
Role of culture , clear vision & objective in transformation IBM 30 3.6333
TCS 30 3.3500
Infosys 30 3.4500
Total 90 3.4778

table 4: AnovA

Sum of Squares Df Mean Square F Sig.

Transformation phase Between Groups 2.163 2 1.081 5.843 .004
Within Groups 16.104 87 .185
Total 18.267 89
Interventions introduced systematically Between Groups .585 2 .293 2.418 .095
Within Groups 10.526 87 .121
Total 11.111 89
Interventions leading to development Between Groups 1.158 2 .579 1.964 .147
Within Groups 25.652 87 .295
Total 26.810 89
Employees role in improving the departmental functions
Between Groups .600 2 .300 .769 .466
through transition
Within Groups 33.925 87 .390
Total 34.525 89
Interventions were imposed Between Groups 5.956 2 2.978 3.810 .026
Within Groups 68.000 87 .782
Total 73.956 89
Role of culture , clear vision & objective in transformation Between Groups 1.239 2 .619 1.575 .213
Within Groups 34.217 87 .393
Total 35.456 89
34 International Journal of Knowledge Mangement and Practices Volume 2 Issue 1 March 2014

Alternative Hypothesis: There is marginally significant or environmental needs as the mean value revolves
difference in the concerned attributes within the companies. around 3.7-4.3 that is closer to ‘agree range’.
• The number of respondents from each organisation H06
was 30 (N), thus total of 90 respondents were there
• Level of significance for the 3 companies for Factor 6
from 3 organisations.
(role of culture, vision & objective) is 0.213 that is >
H01 0.05, (at 5 % level of significance) and thus there is no
• Level of significance for the 3 companies for Factor significant difference in the way the culture acted as a
1 (transformation phase) is 0.004 that is < 0.05, (at 5 reinforcing factor during transformation phase.
% level of significance) and thus there is significant • Here the mean value ranges from 3.3-3.6 that is
difference between the transformation phase of the 3 somewhere in the ‘neutral range’.
companies concerned.
• The mean response for factor 1 for the 3 companies 6.  Conc�u�ion
ranges from 3.1 – 3.4, average respondents gave the
answers in the ‘neutral’ range. The significance of the study was to find out how the
various interventions introduced within each company that
H02
had helped in bringing in the transformation process and
• Level of significance for the 3 companies for Factor 2 had resulted in holistic development of the organisations.
(interventions introduced systematically) is 0.095 that The results suggest that, one size-fit is not applicable for
is > 0.05, (at 5 % level of significance) and thus there all organisations. Strategies have to be tailor made. From
is no significant difference between the 3 companies our study we can conclude that the reasons for introduction
concerned. of intervention in different companies of IT industry have
• The mean response for factor 2 for the 3 companies been different in various level of organisation life cycle.
ranges from 3.4 – 3.6, average respondents gave the The restructuring and re-engineering of an organisation
answers in the ‘neutral’ range. or aligning the organisational structure with the strategic
H03 direction of the transformation, contribute to adjustment of
culture, which play a reinforcing role in the transformation
• Significance value for the 3 companies for Factor 3 phase. A resilient and adaptive culture helps in smooth
(interventions leading to development) is 0.147 that transformation within the organisation. The IT organisations
is >0.05, (at 5 % level of significance) and thus there are alert to the external changes and adapting through
is no significant difference between the 3 companies planned transformation phases.
concerned.
• The mean response for factor 3 for the 3 companies
ranges from 3.1 – 3.4, average respondents gave the 6.1.  Managerial Implicati ons
answers in the ‘neutral’ range.
The organisations need to look into the factor of introducing
H04 interventions at the right time, taking into account the
• Level of significance for the 3 companies for Factor different HR initiatives integrating external demands with
4 (employees’ role in improvement) is 0.466 that is the internal needs. Employees will strongly encourage
>0.05, (at 5 % level of significance) and thus there is transformation if it will lead to holistic development as
no significant difference between the role of employee well as they will be motivated if supervisors support during
in improvement in 3 companies concerned. transition phase. A resilient culture will aid in aligning the
• The mean response for factor 4 for the 3 companies transformation phase with mission, vision and goals of the
ranges from 3.3 – 3.5, average respondents gave the organisation. To bring about a smooth transition, it becomes
answers in the ‘neutral’ range. utmost important to encourage employees to take part in
decision making, involve themselves in various formal and
H05 informal communications within the company. Thus being
• Level of significance for the 3 companies for Factor recognized for their contribution will make them feel valued
5 (interventions were imposed) is 0.026 that is >0.05, (sagepub).
(at 5 % level of significance) and thus there is no
significant difference in the reasons for introduction of 7.  Futur� Sco�� o� Stud�
interventions in 3 companies concerned.
• According to the survey results ,most of the We can use this paper as a benchmark to decide what kind
interventions were initiated due to external pressure of interventions help the organisations in smooth transition
A Study on Organisation Interventions from IT Industry Perspective 35
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