Organisational Effectiveness Inventory™ (OEI)

A research-based alternative to employee opinion surveys, the OEI is designed for data-based change programmes designed to promote not only employee engagement but organisational effectiveness as well. The OEI assesses outcomes at the individual, group and organisational levels and internal processes and systems that are causally related to these outcomes.

Audience: Appropriate for members of large corporations, small businesses, governmental agencies, health-care organisations and other professional organisations, and not-for-profit organisations.

Most Frequently Used for:

• Measuring the satisfaction and motivation of employees, coordination within and across units, departmental and organisational-level quality, and related dimensions of performance
• Identifying systems, structures, technologies, and other “levers for change” to increase effectiveness at the individual, unit, and organisational levels
• Tailoring change initiative to the specific needs of work groups, departments, divisions and their members
• Monitoring the impact of organisational change initiatives over time

Time Required: 30 minutes to complete the inventory

Format: Paper Computer-Scored; Online

Feedback Provided: Results are provided on 12 specific outcomes organised into four categories (e.g., Employee Outcomes, Coordination and Adaptability) and 31 levers for change organised into nine categories (e.g., Job Design, Managerial Leadership). The results are profiled against “Historical Averages” for other units as well as “Constructive Benchmarks” (scores achieved by highly effective organisations with adaptive cultures).

Presentation of Results: Results at the organisational and sub-unit levels are presented in bar chart and tabular format. The OEI Feedback Report also includes item-by-item results, descriptive text, and other information (e.g. correlations between outcomes and levers) to guide organisational change and development initiatives.

Associated Outcomes: The levers for change measured by the OEI were selected on the basis of research carried out to identify the organisational factors that have the greatest impact on culture and performance. Numerous studies have confirmed that the OEI levers are positively related to the outcomes measured by the survey, to Constructive cultural norms as measured by the Organisational Culture Inventory (OCI), and to other indicators of performance measured via independent methods (financial data, turnover records, interviews).

Research and Development by: Robert A. Cooke, PhD

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Organisational Culture Inventory (OCI)