National Paper Company

The primary issue in this case is the acceptability of the evaluation methodology for an organizational development program implemented tat the National Paper Company. The issue is not whether a quantitative approach to evaluating the programs should have been use, as all sides agreed that a quantitative-based evaluation was both appropriate and desirable. Rather, the issue was whether financial measures should have constituted the primary evaluative criteria. In this particular case, the company vice-president for finance was adamant that return on investment (ROI) was the only acceptable measure for any program of any type (including organizational development programs involving the company's human resources) implemented within the company. Opposing this view, the vice-president for human resources at National Paper Company contended that the approach to evaluation should depend upon the focus of the organizational development program and the ability to generate data in a cost-effective manner to measure program objectives within the context of specific financial performance outcomes.

Formal organizational development programs that are quantified and evaluated are a means of bringing human resource management in to a company's strategic planning process. An important element in the linking of the strategic planning process to the effective attainment of organizational objectives is the incorporation of

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Approximate Word count = 925
Approximate Pages = 4 (250 words per page)

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