Improving performance management through strategic change integration: A management action research

• Main Author: Concordia, Cristine Majelle M.
• Format: text
• Language: English
• Published: Animo Repository 2016
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5171
• Institution: De La Salle University

In this action research paper, the objective is to address the issue of the declining financial performance of the Treasury Group which is measured by its revenue generating capacity. It is important for the group to address this concern in line with the companys goal of achieving a strong and sustainable income stream while delivering customer satisfaction to its clients. The action researcher used Scheins ORJI framework in gathering significant inquiries and observations at the onset of the study. Subsequently, Chris Argyris Ladder of Inference and Kurt Lewins Force Field Analysis were used to determine the root cause of the issue and action plan that needs to be made to resolve it. Two cycles were done in the conduct of this action research study spanning from December 2014 until June 2015. Several collaborative efforts were done together with the members of the Treasury Group, colleagues from Risk and Legal group as well as the client in the integration of strategic change involving the launch and performance of a new investment banking service as an alternative source of the groups revenue. Inquiries and reflections were properly documented through jotting down notes during meetings, discussion with the collaborators, documenting important details and changes in the timeline of the action research projects, saving copies of pertinent materials (handouts and pictures) used during the study and archiving related emails of the action research materials to support the four steps of the action research cycle: namely: constructing, planning action, taking action and evaluating action.