Organization development interventions that enhance equal opportunity.

Abstract

Two issues generated this study: (1) the changing nature of the Navy's HRM Support System both in regard to ideology and structure, and (2) concern from various sectors over what is perceived to be the likely Equal Opportunity Structure in light of system changes. Through the use of interviews, archival data, and subjective evaluation, the impact of the socialization phenomenon is analyzed using the three stage model of socialization. The process of Organizational Socialization is examined strategically. Attention is also directed to these specific organizational boundaries crossed by persons when acquiring a new work role. An underlying theme of the study is simply that what people learn about their work roles in organizations is often a direct result of how they learn it. Given that the present Navy Equal Opportunity Policy calls for Command specific and Command managed E.O. programs this study concludes with considerations that could be criteria for selection of specific organization Development interventions which will enhance Equal Opportunity objectives at a command level. These criteria are focused around the organization's concerns for operational readiness and the individual's need for self-esteem and a positive self-image.