Research about job satisfaction with supervisorat vingroup viet nam

So my research goal is to find the factors that affect employee satisfaction in the workplace of Vingroup Group leaders in general and the work environment in particular.. The hypothesis

RESEACH PROJECT ABOUT JOB SATISFACTION WITH SUPERVISOR AT

VINGROUP (VIET NAM)

MASTER OF BUSINESS ADMINISTRATION

INTERNATIONAL PROGRAM



RESEARCH PROJECT

(BMBR5103) March, 2017

STUDENT’S FULL NAME : DOAN NGOC BAO TRAN

STUDENT ID : CGS00019909

INTAKE : SEPT.2015

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ADVISOR’S SIGNATURE

(March 2017)

NGUYEN THE KHAI (DBA)

Firstly, I am very grateful to my advisor Dr Khai Nguyen, has provided

guidance, suggestions and support me throughout the course of this research

project

Thanks to dedicated guidance, invest time and dedication throughout the

process of researching, reminding and giving valuable tips to help me

understand and complete my dissertation

In the process of implementation, despite the exchange and acceptance of the

comments of teachers and friends, consult many documents and make every

effort to perfect the thesis, but can not avoid mistakes

I pledge that this economic master's thesis is my own research, drawn from the

study and practical research of the past The information and data used in the

dissertation are completely honest

I am look forward to receiving feedback from teacher and schoolmate

Sincerely thank

a History and Major Achievements 3

b Vision – Mis ion – Core Values 8 Organiz t on structure and Corporate Cul ure 11 Rese rch pro lem statement 16

b Developmental Ex erienc s 20

d Goal and Proc s Clari y 22

e Jo Sat sfa t on wih Supervisor 23

RESEARCH MODEL AND HYPOTHESE 24

CHAPTER FIVE

11

Proc dure for Data Col e t on and Analyz 36

Cor elat on of al variables stat st cs 42

Limi at o s and further rese rch re ommen at on 49

51

FIGURE

Fig re 1 Fig re 2 Fig re 3 Fig re 4

TABLE

Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 Table 9

ABSTRACT

First of all, I would like to introduce myself, as an employee of Vingroup Because

being an employee in the corporation, I have a lot of feeling about the working

environment, people, and every aspect of Vingroup's business

So my research goal is to find the factors that affect employee satisfaction in the

workplace of Vingroup Group leaders in general and the work environment in

particular

This research project will use business research methods to determine employee

satisfaction for the leader and for the job, the key factors that affect employee

satisfaction And this study was conducted quantitatively with the source data of the

survey questionnaires sent to 500 employees working at Vingroup to collect opinions

and comments on the level of satisfaction in work and superior of their

The results of these surveys will be analyzed statistically by SPSS software version

22 (copyrighted by IBM) The hypothesis of this study is composed of five

structures: one dependent (Job Satisfaction with Supervisor) and four independent

(Supervisor Support, Developmental Experiences, Job Role, Goal and Process

Clarity) structures, and I hope the results of this research will help the CEO at my

company where I am working, further, the Vingroup 's Management has several

reference perspectives in human resource management to improve the quality of

management based on employee job satisfaction for manager, corporate leaders, as

well as Corporate management is well aware that the satisfaction of employees with

their superiors, with their work, will greatly affect their productivity, working

performance, affecting the overall development of the corporation

CHAPTER ONE: INTRODUCTION

1 About VINGROUP

Vingroup Joint Stock Company (Vingroup JSC), formerly known as Technocom, was founded in Ukraine in 1993 by an ambitious group of Vietnamese youths Technocom began with food production and quickly found great success with the Mivina brand

During the early years of the 21st century, Technocom was ranked among Ukraine’s

Top 100 largest and most influential companies In 2000, Technocom - Vingroup

returned to Vietnam with ambition to contribute the country’s development

Emphasizing sustainable long-term development, Vingroup initially focused

investments on real estate and hospitality through two key brands, Vincom and

Vinpearl Ten years of hard work and dedication turned Vincom into one of

Vietnam’s premier real estate brands with a number of mixed-used developments in

major cities, combining modern shopping malls, offices and luxury apartments in a

single complex, leading the trend towards smart, eco-luxury urban projects in

Vietnam Alongside Vincom Vinpearl has also become the leader in Vietnam’s

tourism industry, featuring international 5-star and above hotels, resorts, beach villas,

amusement parks and golf courses

In January 2012, Vinpearl JSC merged into Vincom JSC to form Vingroup JSC The

new structure ensures sustained development and allows Vingroup to focus on

developing its strategic brands:

Vinhomes (Luxury serviced apartments and villas) Vincom (Premium shopping malls)

Vinpearl (Hotels & Resorts) Vinpearl Land (Entertainment) Vinmec (Healthcare services) Vinschool (Education)

VinCommerce (VinMart, VinPro, Adayroi, VinDs ) Almaz (The International Cuisine & Convention Center) VinEco

Vingroup continues to pioneer and lead consumer trends in each of its businesses

introducing Vietnamese consumers to a brand new, modern life-style with

international-standard products and services Vingroup has created a respected,

well-recognized Vietnamese brand and is proud to be one of the nation’s leading private

enterprises

With these achievements, Vingroup is recognized as one of the most dynamic,

successful, well-capitalized companies in Vietnam, well-positioned for international

integration and comparable to the best regional and global peers

a History and Major Achievements

 2001

July 2001, Hon Tre Trading &

Tourism Ltd Company was

established in Nha Trang, Khanh

Hoa - a region known for

beautiful beaches, fine and clean

sand, clear ocean water and mild

temperatures year round Nha

Trang bays and nearby attractions such as the Van Phong Gulf and the Nha Phu

Swamp gave the area high potential for tourism The 5-star Vinpearl Resort Nha

Trang hotel was one of the very first projects undertaken by the company

 2002

Vincom Joint Stock Company,

formerly known as Vietnam

Commercial General Joint Stock

Company,was officially tablished

on May 3, 2002 in Hanoi Vincom

was engaged in residential, retail,

and commercial real estate, along

with construction and trading

 2002

Construction of the Vinpearl Resort

an initial investment of VND 430

billion

 2003

Vinpearl Resort Nha Trang opened

with 255 five-star hotel rooms,

turning the arid Hon Tre Island into

the lush Vinpearl resort area –

attracting new visitors and fueling

the robust growth of Nha Trang’s

tourist industry

 2004

November 2004 Vincom Center Ba

Trieu officially opens Vincom

Center Ba Trieu officially opens and

introduced modern retail to Hanoi

residents

 2006

The Final Round of Miss Vietnam 2006 successfully concluded at Vinpearl Land

Nha Trang

Successfully hosted the Ministerial and Vice-ministerial Conference of

Financial-Tourism Sectors under the framework of APEC

Successfully hosted the Women of 21st Century Contest, Sao Mai (Morning Star)

Television Singing Contest and the 16th “Charming Vietnam” Gala

 2007

March 10 Opened Vinpearl cable

car systems – the world’s longest

sea-crossing cable car system,

spanning 3,320 m long and

connecting Hon Tre Island to Phu

Quy harbor From the ideal height of the cable car, visitors enjoy the panorama of a

beautiful Nha Trang city embraced by meandering beaches and the paradise-like

beauty of Nha Trang bay, making it a must-see destination for most tourists

Opened the Deluxe building – Vinpearl Resort Nha Trang, increasing the number of

five-star rooms to 485

Successfully organised the first Miss Vietnam World in Vinpearl Nha Trang, to

firmly establish Vinpearl’s reputation as “the island for beauty and events”

 2011

Febuary, Opening of the Vincom

Officially opened the Vincom Real

international-standard real estate

trading floor on Level 4, Vincom

Center Ba Trieu, 191 Ba Trieu,

Hanoi

Vincom-branded shopping mall

chains: Vincom Center and

Vincom Mega Mall Introduced Vincom-branded shopping-malls development

strategy: Vincom Center and Vincom Mega Mall to be developed in key urban areas

issued in 2009 were converted into shares or settled

Vincom Center Long Bien

The Vinhomes Riverside villas (Vincom Village) with finished bare-shell

construction were successfully handed over to the sub-developers; Premises of

Vincom Center Long Bien - Shopping Mall were handed over to tenants

Vincom Center Long Bien - Vinhomes Riverside Eco-urban Area in Hanoi;

Vingroup’s Head Office was relocated to Vinhomes Riverside Eco-urban Area in

Long Bien District, Hanoi

b Vision – Mis ion – Cor Values

Vision

positions itself as the property developer and retailer in Vietnam, with growing

reputation and position on the global economic map and a portfolio of quality

products and services

Mission

- To create a better life for the Vietnamese people

Core Values

"CREDIBILITY - INTEGRITY - CREATIVITY - SPEED - QUALITY -

HUMANITY"

 CREDIBILITY

believes Credibility is a competitive advantage and vigorously protects its Credibility

as one would protect one’s honor

its commitments, even going beyond the expectations of customers and partners,

particularly on those related to product quality – services and implementation

progress

 INTEGRITY

comply fully with the law and maintain the highest level of professional and social

ethics

interests and wishes of the customers above its own Vingroup strives to provide its

customers with the best products and services, and considers customer satisfaction as

the measure of success.Vingroup upholds a customer-service approach, and only

takes on a task when the Group is confident of its execution capability

 CREATIVITY

- Vingroup considers Creativity as the source of vitality and innovation in each

of its products and services Creativity enables the Group to deliver on its philosophy

of “Dare To Think, Dare to Do” aimed at building an organization eager to learn and

to apply modern scientific and technical technologies into its production and

management The Group always looks into improving its efficiency and enhancing

the quality of its products and services

which its employees are not afraid to learn, to self-study and to overcome their limits

 SPEED

- Vingroup considers “Speed and efficiency in every activity” as our guiding

principle and “Fast Decision – Fast Investment – Fast Deployment – Fast Sales – Fast

change and Quick Adaptation” as our core value

understands the importance of speed whilst upholding its commitment to quality

 QUALITY

- Vingroup aims to gather the best people to deliver the best products and

services and to contribute to building the best society

- Vingroup strives to develop a force of effective and efficient human capital

with sound Ethics and Knowledge, where each member is an expert in his field

body without redundant fat We attract and retain the right person for each position,

allowing each employee to grow in their role or face elimination if unsuited

 HUMANITY

colleagues, investors and society with goodwill, compassion and a humane spirit

dynamic, creative and compassionate work environment, and provide a superior

compensation package and fair development opportunities to all employees

Group values teamwork, solidarity, discipline and loyalty, and demonstrates

corporate social responsibility that harmonizes corporate goals with community

contributions

2 Organizational structure and Corporate culture

Figure 2: Vingroup Organizational Structure

Figure 3: Vingroup Shareholder’s Structure

Corporate Culture

To understand Vingroup I would like to introduce the working culture at Vingroup

which is specified in the following six articles and requires affiliated employees to

belong and comply strictly with:

- Love and promote national pride

- Superior rule of law

- Strive for the highest achievements in the work to achieve outstanding

achievements, thereby contributing actively to the cause of national

construction and enhance the image of the nation on the international scene

- Active participation in social activities, charity to help those in difficult

circumstances

- Living and positive thinking, showing a high level of culture, thereby

contributing to the development of social civilization

- Save resources and protect the environment

- Trust in the values of the corporation: discipline and principles of the

system

- Love, enthusiasm, positive thinking and attitude towards the job

- Be proactive, dedicated, and not shy away from responsibility

- Honesty, bravery, wins not arrogant, defeat not frustrated

- Always learn, listen, share to improve yourself, and improve quality, speed

and efficiency

- Willing to accept the challenges and tasks assigned, dare to commit and

face to do to the end

- Get the mindset and service spirit as the foundation for every activity:

committed to providing the highest quality of service to partners, customers

and colleagues

- Always set standards, high demands for quality, efficiency and resolute not

compromise with unsatisfactory cases

- Work plan: creative, flexible and always looking for solutions to

accomplish well assigned tasks

- Willing to apologize for mistakes: do not blame, do not excuse the reasons

to justify the wrong work, always thank the person who pointed out

mistakes to you

- Ability to change in order to adapt to the strong change of society, the -

environment inside and outside the corporation

- Together to build and protect the brand, the prestige of the group:

confidential information and loyalty to the cause of the corporation

- Vingroup is a second home where you stick and work every day

- Unite, cooperate fully for common goals, common tasks

- Respect, friendly with colleagues but not afraid to fight against misconduct

or corporate culture

- Be willing to help and support your colleagues when it is difficult to be able

to complete the task well

- Willingness to contribute ideas and comments in the spirit of building,

actively sharing experience and knowledge

- Focus on training and opportunities for subordinates to develop

- Deeply aware that the customer is the person who benefits the corporation

and pays his or her salary

- Always have a friendly attitude, respect, respect, and wholeheartedly

support customers

- Keep credibility with customers in all words and actions

- Always listen to your customers' needs: balancing the interests of your

customers with the interests of the group

- Constantly trying to improve the quality of service to satisfy customers

- To catch the trend and proactively create products and services that leads

the market to give customers outstanding value

- Respect and cooperate in the spirit of mutual benefit

- Keep faith; focus on building and developing sustainable cooperation

- Healthy competition is a driving force for sustainable business

development

- Be aware of the market, learn from the competition itself

- It is important to motivate your competitors to grow, that is to promote the

development of the corporation, thereby promoting the development of

society

3 Research Problem statement

The current economic downturn has led to a decline in sales; many businesses fall

into bankruptcy, the market of active enterprises is shrunk a lot The satisfaction and

cohesion of the workers, without any debate, has a significant impact on the business

performance of the business Less satisfaction is less dedication, less creativity, less

work efficiency Worse still, it brings a "virus of dissatisfaction" spreading within the

enterprise, causing a negative impact on other employees The employees are not

satisfied, in some cases, the messenger can send bad news to customers, partners of

the Company Therefore, control and timely impact on the satisfaction and cohesion

of employees is something that business leaders cannot ignore

However, the business owners said that satisfaction and cohesion is a sensory factor,

very difficult to measure And "what is not measurable is incomprehensible,

incomprehensible, uncontrollable, uncontrollable, improves." Their actions on this

matter are ignored But reality is satisfied and cohesion is a measurable,

quantifiable element The measurement is done in the form of a direct survey of staff

(staff) with scientific questions, with high reliability and accuracy The results of the

survey will be a good indication for leaders to have timely responses to improve

employee satisfaction, engagement, and increased business efficiency

4 Research Object

When I was at Vingroup, I realized the importance of employee satisfaction for my

boss, my job, my company environment, and it directly affected my work ethic ,

Laziness, lack of enthusiasm and passion This is evident through irresponsible work,

ever-changing staff, and a rapid increase in the percentage of employees quitting

every year Vingroup has become an unstable working environment as assessed by

workers, as it does not guarantee their peace of mind when working at Vingroup

Beside, Vingroup also lost a lot when not training staff enthusiasm, long-term

commitment, costly recruiting and recruiting new training Therefore, this is a

problem that Vingroup leaders have had to consider and consider in the process of

reforming the company's welfare, welfare and personnel management

I believed that the findings of the study will provide an overview of personnel,

organization, leadership, regime, culture, and how to manage internally to influence

the rate Vingroup's revenue is increasing Then it is maintaining its talent to realize

the vision of being a leading Vietnamese company in the multi-disciplinary field

5 Research Scope

The scope of research is for the entire employees include: General Director, Vice

General Directors, managers, subordinates and employees working at Vingroup, it

does not include: Chairman, Board of Directors, and Shareholder

A series of formed questionnaire was distributed to each employee with clear

instructions and guidelines for fulfillment

The survey scope is within the territory of Vietnam, which includes 500 employees

of Vingroup

Contents of this research are only including factors influencing to Job Satisfaction

with Supervisor at Vingroup; it does not have intention of re-structuring, changing

and replacing the employees

This survey was conducted from 1 Feb to 28 Feb, 2017

6 Significances of research

This research will help CEO, Directors; managers understand and are more aware of

the importance of job satisfaction with supervisor and company That is the most

important factor to show the effectiveness of the policy, the organization operating

concept in human matters

Besides significant management, it also improves employee loyalty to the

organization and further, employees will be loyal to the shareholders of the company,

contributed to the financial strength of the companies increasingly stronger in the

future

CHAPTER TWO: LITERATURE REVIEW

7 Definition of constructs

a Supervisory Support

It was developed by Greenhaus, Parasuraman, and Wormley (1990) to assess

employee perceptions of the extent to which they receive supervisory support in their

job In general, supervisory support may include career guidance, performance

feedback, challenging work assignments, a work opportunity that promote employee

development and visibility, supervisory support correlated positively with

perceptions of acceptance, job discretion, job performance in terms of be tasks and

relationships, employee promo ability, and career satisfaction

 Supervisor support is defined as the extent to which leaders value their

employees’ contributions and care about their well-being A leader with high

supervisor support is one that makes employees feel heard, valued, and cared

about Although it sounds simple, providing this kind of support is one of the

hardest transitions to make when promoted from employee to supervisor The

move from “process expert” to “motivational leader” is possibly one of the

largest steps one can take in his/her working life If you are a supervisor or

manager, take a minute to reflect on how you handled this hurdle Was it

easy?

 So why is supervisor support so important for effective leadership? Because it

is one of the key behaviors that effective leaders develop as soon as they move

at all levels of leadership) In specific terms, organizational research has

identified a myriad of positive outcomes associated with high supervisor

support, including:

 Increased job satisfaction

 Stronger person-organization fit (degree to which personality/beliefs/values

match organizational culture)

 Increased organizational citizenship behaviors (OCB)

 Improved employee perceptions of organizational support

 Improved relationships with employees

 In-role and extra-role performance

 Reduced job tension

 Reduced work-family conflict

 Reduced turnover (a secondary effect)

outcomes So much so that if you were creating a leader and could choose the

behaviors that she/he would embody, this should definitely be in the top five

b Developmental Experiences

It was developed by Wayne, Shore, and Liden (1997), describes the formal and

informal developmental experiences a job affords employees The measure focuses

on the extent to which an organization makes discretionary investments in formal and

informal training and development of an employee

 In a factor analysis of the items used to measure developmental experiences,

perceived organizational support, and leader-member exchange (LMX),

affec-tive commitment, intentions to quit, and employee favor-doing, the four items

measuring development experiences loaded on a single factor by themselves

Development experiences were correlated positively with the number of

promotions an employee has received, perceived organizational support,

affective commitment to the organization, and organizational citizenship

behavior (Wayne, Shore, & Liden, 1997)

c Job Role

This measure developed by Rizzo, House, and Lirtzman (1970), was one of the first

measures of role ambiguity and role conflict A lack of necessary information

regarding role expectation for a given organizational position has been defined as

role ambiguity Role conflict was defined as a condition of when employees have

incompatible roles defined by supervisors or other members of an organization This

measure includes intrarole, interrole, and intersender conflict, as well as ambiguity

due to lack of role predictability, role clarity, and role certainty (Bedeian,

Mossholder, Kemery, & Armenakis, 1990)

 Though the role conflict and role ambiguity measures have been used

exten-sively, some scholars have raised concerns about the content validity,

sus-ceptibility to wording biases and factor structure of this measure (King &

King, 1990; Smith, Tisak, & Schmieder, 1993) Netemeyer and colleagues

(1995) evaluated alternative structural models and showed that role conflict

and role ambiguities are distinct constructs (Netemeyer et al., 1995;

Netemeyer, Johnston, & Burton, 1990) Harris and Bladen (1994) also found

that role conflict and ambiguity were empirically distinct from role overload,

job satisfaction, and job tension Smith et al (1993) also found that role

conflict and ambiguity were empirically distinct in three samples

 Role conflict had direct effects on job tension and job satisfaction Role

ambiguity did not directly affect job tension or satisfaction Neither role

conflict nor role ambiguity directly affected propensity to leave (Netemeyer et

al., 1990) In Fried (1998), both role conflict and ambiguity correlated

negatively with job performance Williams, Podsakoff, and Huber (1992)

found that the role conflict measure distinguished between different groups of

university administrators experiencing distinct levels of role stress

d Goal and Process Clarity

Specification of Multiple Constructs of Role Ambiguity and a Structural Equation

Model of Their Antecedents and Consequences

Measures of 2 constructs of role ambiguity (process and goal clarity) were

developed Mental health workers (N = 402) from 2 organizations provided

evidence that a confirmatory 2-factor model fit the data better than a 1-factor model

A path model including antecedents (autonomy, job feedback, agent feedback,

recognition) and consequences (job satisfaction, job search behavior, turnover) of

process and goal clarity was proposed based on the model of role ambiguity

developed by A G Bedeian and A A Armenakis (1981) and modified in light of

evidence on role ambiguity reviewed by C D Fisher and R Gitelson (1983) and S

E Jackson and R S Schuler (1985) A structural equation model confirmed the fit of

the hypothesized model and a slightly more restricted model Job tenure, need for

clarity, and job classification were investigated as moderators but did not moderate

the structural paths of the model (PsycINFO Database Record (c) 2012 APA, all

rights reserved)

e Satisfaction with Supervisor

It was developed by Scarpello and Vandenberg (1987), describes an employee’s

satisfaction with his or her immediate supervisor The measure was developed over a

3-year period using samples of more than 2,000 employees from seven

manufacturing firms and tested with more than 1,000 employees in the insurance

industry

 Beside we can see Job Satisfaction and Teamwork: The Role of Supervisor

Support was developed by Mark A Griffin, Malcolm G Patterson and

Michael A West Journal of Organizational Behavior (2001) show the The link

between teamwork and job satisfaction was investigated in a sample of 48

manufacturing companies comprising 4708 employees Two separate research

questions were addressed First, it was proposed that supervisor support would

be a weaker source of job satisfaction in companies with higher levels of team

working Multilevel analysis indicated that the extent of teamwork at the

company level of analysis moderated the relationship between individual

perceptions of supervisor support and job satisfaction Second, it was

proposed that the extent of teamwork would be positively related to

perceptions of job autonomy but negatively related to perceptions of

supervisor support Further, it was proposed that the link between teamwork

and job autonomy would be explained by job enrichment practices associated

with teamwork Analyses of aggregated company data supported these

propositions and provided evidence for a complex mediational path between

teamwork and job satisfaction Implications for implementing teamwork in

organizations are discussed

CHAPTER THREE: RESEARCH MODEL AND HYPOTHESE

8 Research Model

Figure 4: Proposed Research Model of Job Satisfaction with Supervisor in

Vingroup

Satisfaction with Supervisor (DV)

Goal and Process Clarity (IV4)

++

Supervisory Support (IV1)

Job Role (IV3)

Based on the theoretical basis of the above, we would propose four hypotheses (H)

Influence to Job Satisfaction with Supervisor as below:

H1: There is a positive relationship between Supervisory Support and Job

Satisfaction with Supervisor

- The relationship between supervisor and employee and job satisfaction with

supervisor is a subject of debate in organizations and this leads to studies being done

to measure the exact influence of the relationship and how it affects the organizations

(Petersitzke 2008) In organizational settings, employees work under supervision

The kind of relationship between the two inevitably affects the employee's

performance The way an employee feels about his job determines how he does it

(Hosie et al 2006) Dissatisfied employees find no enjoyment in their work

(Callaway) Agreeably, varied factors affect an employee's performance, though

experts hold the belief that employee performance is tagged to the supervisory

relationship Opposers to this view claim that job satisfaction is not wholly

determined by the employee-supervisory relationship but by other factors (Srivastva,

1975)

- That majority of the supervisors are not aware of the impact of the relationship

on the effectiveness of a subordinate (Childress & Childress 2007) A consistent

finding confirms that employees are very dexterous at reading the signals of their

supervisors Thus they hastily learn the supervisor's negative attitude toward them

This inevitably strains the relationship between the employee and the supervisor In

such an environment, the affected employee will hardly derive satisfaction from his

job as he would be suffering from low self-esteem and morale Unfortunately, the

supervisor may not be aware of her own unintentional culpability (Lussier 1989)

- Further studies reveal that supervisors classify their subordinates as either

good or not good at what they do in the first days on the job Once a subordinate has

been classified in a group, it is unlikely that the supervisor will reclassify him

regardless of how much better he becomes If the supposedly not too good employee

is actually indicating positive performance abilities that go unrecognized, he will feel

frustrated and he wouldn't be able to derive satisfaction from his job (Callaway

2007)

H2: There is a positive relationship between Developmental Experiences

and Job Satisfaction with Supervisor

It was developed by Wayne, Shore, and Liden (1997), describes the formal and

informal developmental experiences a job affords employees The measure focuses

on the extent to which an organization makes discretionary investments in formal and

informal training and development of an employee

In a factor analysis of the items used to measure developmental experiences,

perceived organizational support, and leader-member exchange (LMX), affective

commitment, intentions to quit, and employee favor-doing, the four items measuring

development experiences loaded on a single factor by themselves Development

experiences were correlated positively with the number of promotions an employee

has received, perceived organizational support, affective commitment to the

organization, and organizational citizenship behavior (Wayne, Shore, & Liden,

1997)

While education and training are important to skill development, it is also known that

only 10 percent of adult learning happens in the classroom, from books, tapes, or

online learning activities This is often because learning in these formats is more

passive Most adult learning, a full 70 percent, happens by doing Learning by doing

can take place through on-the-job and leadership experiences We can follow steps to

more effective Developmental experiences:

- Take the initiative to look for ways that you can learn new skills through

experiences that also help your supervisor/manager, team, unit, or department

achieve its goals

development experiences and get buy-in for proceeding Use the Questions to Ask

Before, during, and After Planned Development Experiences handout (PDF) as a

guide for discussions with your supervisor or manager

progress

accomplishments and learning acquired

supervisor/manager for check-ins

forward

negative, and key lessons learned, as well as to begin developing a new development

experience