UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Lâm Phương Thúy INEFFECTIVE COMMUNICATION BETWEEN DIRECT MANAGER, EMPLOYEE AND LOW PROMOTION SATISFACTION AT MELCOSA VIETNAM LTD., MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2019 TIEU LUAN MOI download : skknchat@gmail.com UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business ------------------------------ Lâm Phương Thúy INEFFECTIVE COMMUNICATION BETWEEN DIRECT MANAGER, EMPLOYEE AND LOW PROMOTION SATISFACTION AT MELCOSA VIETNAM LTD., MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Ph. Trần Hà Minh Quân Ho Chi Minh City – Year 2019 TIEU LUAN MOI download : skknchat@gmail.com APPENDIX SUPERVISOR’S REPORT ON THE FINAL THESIS SUBMITTED FOR THE DEGREE OF MASTER of BUSINESS ADMINISTRATION Final thesis title: INEFFECTIVE COMMUNICATION BETWEEN DIRECT MANAGER, EMPLOYEE AND LOW PROMOTION SATISFACTION AT MELCOSA VIETNAM LTD., Student name: LAM PHUONG THUY Supervisor name: PH.D TRAN HA MINH QUAN 1. General comments: „ Remarks on the student’s attitude:. „ Remarks on the assignment’s academic quality:.
Overall assessment: „ Meet requirement for submitting. „ Not meet requirement for submitting. Other remarks: - Did the student follow the report schedule? „ Yes „ No „ Other. - The plagiarism percentage:„ Supervisor’s signature TIEU LUAN MOI download : skknchat@gmail.com CONTENTS Acknowledgements…………………………………………………………………….2 Necessary of conducting survey “Employee Job Satisfaction at Melcosa office”………………………………….3 Detail of conducting survey………….4 SURVEY: Employee Job satisfaction at Melcosa Vietnam Ltd;……………….4 Purpose of research………………………………………………………………….4 Literature review to choose the suitable survey to conduct “Employee Job Satisfaction at Melcosa office”………………………………………………………………………4 Job Satisfaction Survey (JSS) from Spector, P.6 Pilot study……………………………………………………………………………6 Sample……………………………………………………………………………….6 Analysis and finding…………………………………………………………………7 1.4 Problem finding process……………………………………………………………7 1.8 CHAPTER 2: PROBLEM IDENTIFICATION 2.
Initial Identification of problem…………………………………………………12 Figure 1: Initial cause-effect map………………………………………………….1 The first potential problem: Flat organization……………………………………16 2.2 The second potential problem: Personal favouritism from manager………….3 The third potential problem: Ineffective communication between direct manager and employee………………………………………………………………………….18 TIEU LUAN MOI download : skknchat@gmail.com Figure 2: Updated cause-effect map…………………………………………….2 Measure of communication……………………………………………………….4 Justify the existence of Ineffective communication between direct manager and employee……………………………………………………………………………….5 Justify the importance of Ineffective communication between direct manager and employee ……………………………………………………………………………….1 Lack of communication competency from manager…………………………….2 Lack of well comprehension from middle manager about HR policies or promotion opportunities……………………………………………………………………………28 2.3 There is missing 2 way discussing between direct managers and employees about promotion opportunities ……………………………………………………………….4 There was no organizational or HRM strategy ………………………………….5 Bad quality of information channels within office ………………………………30 2.7 Validation main cause and solution proposal ………………………………….31 Figure 3: Final cause-effect map ………………………………………………….32 CHAPTER 3: DESIGN SOLUTION FOR SOLVING PROBLEM Figure 4: Solution map ……………………………………………………………33 3.1 The first alternative solution: Every direct manager is asked to build their own strategy to improve situation with their own team ……………………………….2 The second alternative solution: Build up "My dialog" system and organize workshop for all direct managers, employees ……………………………………. Definition of “My dialog” ……………………………………………………. Importance of Dialog …………………………………………………………. Different roles in performance review for different positions………………….36 TIEU LUAN MOI download : skknchat@gmail.
My dialog steps……………………………………………………………….5 Organize work shop…………………………………………………………….41 CHAPTER 4: ACTION PLAN 4.2 Effectiveness measurement after taking action plan……………………………. 47 CHAPTER 5: SUPPORTING INFORMATION Literature review to choose the the suitable survey to conduct “Employee Job Satisfaction at Melcosa office” …………………………………………………….48 Analysis and Finding……………………………………………………………….51 Appendix 1: Questionnaire in English and Vietnamese…………………………….56 Appendix 2, 3, 4, 5, 6, 7, 8, 9, 10: In-depth interview transcript……………………60 References………………………………………………………………………….81 TIEU LUAN MOI download : skknchat@gmail.com Acknowledgements I would like to say thank you to my Supervisor-Ph.D Tran Ha Minh Quan for his detail guidance so that I can finish my thesis sucessfully. He is patient to give me detail explanation for what to do and the requirements that helps me to start the right way from beginning. I can not finish my master thesis without Mr Quan’s support.
I have learned a lot how to recognize problem and solve the problem. I also would like to thank you all lecturers for every subject with a lot of valuable new knowledge. In addition, I acknowledge and thank Ms Tram- Merchandising manager, Mrs. Tran- merchandiser, Ms Thu-Shipping clerk and especially Mrs Bich Thuy-HR admin for great support and spend time with me to discover further information until I can finish this Master thesis with reasonable solution.
Moreover, I highly appreciate to all of my Melcosa colleagues that they are a part contribution for my survey result. Lastly, I would like to extend my appreciation to most important people of my life- my husband and my mother who stand by me all the time to help me overcome all difficult issues in order to I can finish this Master thesis on time. TIEU LUAN MOI download : skknchat@gmail.com 1 Executive summary This thesis aims to identify the root cause of ineffective communication between direct manager and employee which lead to low employee’s promotion satisfaction at Melcosa. It is necessary to take this into account because there are many consequences of low promotion satisfaction such as: low job satisfaction and customer satisfaction; low level of performance, responsibility, loyalty, and commitment of employees; increase quit intention, expensive to replace qualified and long term employees, bad effect to organization's reputation- employer of choice,… By using in-depth interview with related person and literature reviews, ineffective communication between direct manager and employee is defined as the central problem which is actually existed at Melcosa and the consequences of this problem is also analyzed.
It is necessary to solve the problem because there are a lot of significant benefits for improving the effectiveness of communication between direct manager and employee such as: high employee performance and satisfaction; reduce confusing and inconsistent understanding at employees, reduce disputes; increase office's effectiveness; build trust, and increase commitment; effectiveness of work place's environment; more interaction, relationship building and collaboration,… Theories play an important role in finding all potential causes of ineffective communication at Melcosa. But then further in-depth interview support to eliminate some potential causes and clarify the main cause which should be paid attention in priority. As a result, “There is missing 2 ways discussing between direct managers and employees about promotion opportunities” is the main cause. Two alternative solutions have been suggested and after clarifying the comparison of solutions about cost and benefits, “Build up "My dialog" system and organize workshop for all direct managers, employees ” is the better solution and a following implement action should be approved as soon as possible to solve the problem and improve employee’s promotion satisfaction at Melcosa.
TIEU LUAN MOI download : skknchat@gmail.com 2 CHAPTER 1: OVERVIEW OF THE THESIS 1. Company overview Melcosa Vietnam Ltd (Hermes-Otto International Vietnam) is a Representative Office for textile, shoes and home products ex Vietnam for customers mainly in Europe. Below chart is organization’s structure, author is a merchandiser at Garment Department. Necessary of conducting survey “Employee Job Satisfaction at Melcosa office” Author has been working as Merchandiser for more than 3 years and be one of the youngest employees at office.
It is about 80% of managerial position at Melcosa is baby boomers who have been working for more than 15 years, and nearly 40% of total employees have been working for more than 5 years. These evidences pointed out that Melcosa may be a good place to work and maintain well long-term employees. But in fact, it is easy to observe that within 9 first months of year 2018, there are totally 6 employees who are under 30 years old with less than 3 years working period at Melcosa, TIEU LUAN MOI download : skknchat@gmail.com 3 decided to leave while there is no restructure at office, and Melcosa had to replace all 6 those positions. Author would like to raise the question mark, not to answer why some people left but to answer whether current employees are satisfied with their job? It is extremely necessary to take it into account because more and more young employees have been recruited for 3 years.
Will that be a big potential problem in the near future? After some conversation with HR admin to check if they are alert of this and because our office does not have any internal report about employee job satisfaction. And HR admin also would like to investigate about it, author decided to conduct survey “Employee Job Satisfaction at Melcosa Vietnam Ltd.3 Detail of conducting survey SURVEY: Employee Job satisfaction at Melcosa Vietnam Ltd., Research question What is level of employee job satisfaction at Melcosa Vietnam office in general and in every different aspect? What is the current job satisfaction with demographic variable such as age, gender, job position, working period? Purpose of research The purpose of this quantity survey is to evaluate the level of employees job satisfaction at Melcosa Vietnam in general and in every facet like: Nature of work, Pay, Benefits, Co-worker, Supervision, Contingent rewards, Operating procedures, Promotion, Communication. Literature review to choose the suitable survey to conduct “Employee Job Satisfaction at Melcosa office” Details of this part is at Chapter 5: Supporting information Job satisfaction survey (JSS) from Spector, P. The JSS is copyright from Spector (1) (2), this survey is suitable with human service, it has total 36 sentences include positive and negative direction.
Spector used TIEU LUAN MOI download : skknchat@gmail.com 4 Likert 6 scales from 1. Disagree very much to 6. Agree very much. JSS is divided to 9 aspects: Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards (performance based rewards), Operating Procedures (required rules and procedures), Co-workers, Nature of Work, and Communication.
Every aspect is with 4 sentences. A half amount of sentences with negative direction such as: 2, 4, 6, 8, 10, 12, 14, 16, 18, 19, 21, 23, 24, 26, 29, 31, 32, 34, 36. The scored of these sentences should be marked in reverse before calculate the total score. Subscale Item numbers Pay 1, 10, 19, 28 Promotion 2, 11, 20, 33 Supervision 3, 12, 21, 30 Fringe Benefits 4, 13, 22, 29 Contingent rewards 5, 14, 23, 32 Operating conditions 6, 15, 24, 31 Co-workers 7, 16, 25, 34 Nature of work 8, 17, 27, 35 Communication 9, 18, 26, 36 Total score of job satisfaction is sum of all 36 sentences, and score of every aspect is sum of 4 sentences at that aspect.
Even the tool has been developed for more than 20 years but until now, many researchers still use this tool to support for their research related to job satisfaction. For example, (3) still use JSS to be a suitable tool for his/her research to demonstrate the relative between Emotional intelligence, leadership style, and job satisfaction in contrasting workplace environments. While this JSS is also has weakness like the English question is not easy to understand. That is why author try to translate to Vietnamese in really Vietnamese words to secure full meaning.
In research of (35), they has to adopt that JSS is still very useful until now but only need to adjust if necessary for every situation and organization, before using this measure, author has already interviewed with employee to confirm the relative. Moreover, the instruction to analyze this measurement is clear and author can base on that to calculate result to analyze correctly. TIEU LUAN MOI download : skknchat@gmail.com 5 Finally, author had to conduct in-depth interview with colleague to confirm the relative between JSS tool and current thinking of employees about job satisfaction, if using this tool now is still suitable and up to date. Questionnaire Author divided into 3 parts: Part 1 is introduction about the survey and made respondent feel comfortable when answer the survey by informing to them all info is keeping secret and only serve for research purpose.
Part 2 is main questions with 36 items applied Likert scales 6 points which 1 is Disagree very much to 6 is Agree very much. Part 3 is demographic questions like: gender, age, job position, working period, working period in this current position, rank the aspects of job satisfaction from 1 is the most important aspect to 9 is the least important aspect.