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 L[.]
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 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.D Trần Hà Minh Quân Ho Chi Minh City – Year 2019 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 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 CONTENTS Acknowledgements…………………………………………………………………… Executive summary…………………………………………………………………… CHAPTER 1.1 Company overview………………………………………………………………….3 1.2 Necessary of conducting survey “Employee Job Satisfaction at Melcosa office”………………………………….…………………………………………….3 1.3 Detail of conducting survey………….…………………………………………… SURVEY: Employee Job satisfaction at Melcosa Vietnam Ltd;……………… Research question…………………………………………………………………….4 Purpose of research………………………………………………………………… Literature review to choose the suitable survey to conduct “Employee Job Satisfaction at Melcosa office”………………………………………………………………………4 Job Satisfaction Survey (JSS) from Spector, P.E (1994)……………………… Questionnaire……………………………………………………………………… Pilot study……………………………………………………………………………6 Sample……………………………………………………………………………….6 Analysis and finding…………………………………………………………………7 1.4 Problem finding process……………………………………………………………7 1.5 Symptom…………………………………………………………………………….8 CHAPTER 2: PROBLEM IDENTIFICATION 2.1 Initial Identification of problem…………………………………………………12 Figure 1: Initial cause-effect map………………………………………………… 15 2.2 Problem identification…………………………………………………………….15 2.2.1 The first potential problem: Flat organization……………………………………16 2.2.2 The second potential problem: Personal favouritism from manager………… 17 2.2.3 The third potential problem: Ineffective communication between direct manager and employee………………………………………………………………………… 18 Figure 2: Updated cause-effect map…………………………………………… 21 2.3 Problem Definition……………………………………………………………… 21 2.3.1 Communication definition……………………………………………………… 21 2.3.2 Measure of communication……………………………………………………….22 2.4 Justify the existence of Ineffective communication between direct manager and employee……………………………………………………………………………… 23 2.5 Justify the importance of Ineffective communication between direct manager and employee ……………………………………………………………………………….25 2.6 Potential causes……………………………………………………………………27 2.6.1 Lack of communication competency from manager…………………………… 28 2.6.2 Lack of well comprehension from middle manager about HR policies or promotion opportunities……………………………………………………………………………28 2.6.3 There is missing way discussing between direct managers and employees about promotion opportunities ……………………………………………………………….29 2.6.4 There was no organizational or HRM strategy ………………………………….30 2.6.5 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 ……………………………… 33 3.1.1 Benefits………………………………………………………………………….34 3.1.2 Cost…………………………………………………………………………… 34 3.2 The second alternative solution: Build up "My dialog" system and organize workshop for all direct managers, employees …………………………………… 34 3.2.1 Definition of “My dialog” …………………………………………………… 35 3.2.2 Importance of Dialog ………………………………………………………… 35 3.2.3 Different roles in performance review for different positions………………….36 3.2.4 My dialog steps……………………………………………………………… 37 3.2.5 Organize work shop…………………………………………………………… 40 3.2.6 Benefits………………………………………………………………………….40 3.2.7 Cost…………………………………………………………………………… 41 3.3 Solution comparison…………………………………………………………… 41 CHAPTER 4: ACTION PLAN 4.1 Action plan……………………………………………………………………… 43 4.2 Effectiveness measurement after taking action plan…………………………… 46 Conclusion……………………………………………………………………… 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 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 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 Tranmerchandiser, 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 lifemy 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 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 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 CHAPTER 1: OVERVIEW OF THE THESIS 1.1 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 1.2 Necessary of conducting survey “Employee Job Satisfaction at Melcosa office” Author has been working as Merchandiser for more than 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 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 first months of year 2018, there are totally employees who are under 30 years old with less than years working period at Melcosa, decided to leave while there is no restructure at office, and Melcosa had to replace all 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 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.,” 1.3 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.E (1994) 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 There is missing way discussing between direct managers and employees about promotion opportunities There was no organizational or HRM strategy Bad quality of information channels within office 2.6.1 Lack of communication competency from manager According to (29), if organization has the best HR practices but if direct manager does not have enough communication competency, they can not move forward information to their employees effectively Moreover, it is questioned that does manager has enough knowledge and ability to communication and transfer the correct idea, perception from HR department to employees (21) (33)? Mrs Bich Thuy said that this cause can effect to ineffective communication but she mentioned that “ I see every manager has their own management and drive business growing year by year very successfully, I think their communication competency is not that important right now” And Ms Tram explained that this cause is not important cause, but maybe the difficulty for her and other managers is lack of well comprehensive HR policies and promotion opportunities that they can not move forward correct information to motivate their employees 2.6.2 Lack of well comprehension from direct manager about HR policies or promotion opportunities Ms Tram said that normally she received new changes or new policies via email from HR admin and she seldom study well on it, normally she forward email immediately to her team member and they can study themselves This actual situation is not that good enough and Tram adopted that almost middle managers at office has limited comprehensive about HR policies and promotion opportunities Therefore, it is also difficult to explain to team members for better understanding, while office only has HR admin and HR department is at Hong Kong head office and work shop with Chief HR is organized a half day, once a year Tram wishes she get more often HR training 28 and workshop about the changes in organization, HR practices, promotion opportunities Then information will be understood and applied consistently (29) Moreover, Tram mentioned that she was confused because a lot of information available and many update policies and changes for promotion opportunities and somehow it is not clear enough for her understanding via email announcement or just very short work shop once a year as mentioned above As organization structure at office, she understand well that she plays an important role in communication and take care many responsibilities of HR department like recruit, inspire, develop, motivate employees, evaluate performance, create requirement, build close relationship, build loyalty for employees in order to they are happy to work for a long term to reach business goals, but she needs support from HR since she has limited ability to all responsibilities in professional way without understanding well the HR practices, opportunities and the benefits from that 2.6.3 There is missing ways discussing between direct managers and employees about promotion opportunities After in-depth interview with employees: Ms Thu, Mrs Tran In fact, they not have a chance to talk about their career expectation, and their development in the future at office Because, normally, manager evaluate and set up same target as previous year Mrs Tran has said that “I have been working here for more than years and my managers have not asked me for my career aspiration here even one time, I really does not have chance to mention or talk about this Even I tried to talk one time and got the increasing salary after that, but then manager are not curious in discussing my further career aspiration” Ms Thu understand well that there is no upper level to move but she also would like to grow her career at office somehow and need chance to discuss with her direct manager about the possibility to grow up Mrs Tram-merchandising manager said that she only can support in increasing salary and create independent environment for her employees to work, there is no needed further discussion about other promotion opportunities because she understand 29 that Melcosa office can not offer She is manager and said that if her staff are not satisfied with that, she has no choice and really can not offer more She already tried her best to protect her employee’s benefits at office From HR point of view, Mrs Bich Thuy saw that both direct managers and employees seems not spend time for open talking to understand better the aspiration from employees and possibility support from direct managers, then employees will satisfy with their career development and know how to get support from direct managers 2.6.4 There was no organizational or HRM strategy (18) has mentioned “no organization or HRM strategy” can be a cause of ineffective managerial communication to employees because of without clear strategy or instruction, it is not that easy to comprehend and implement correctly from beginning From in-depth interview with Ms Tram, it is recognized that office has HRM strategy it is established from HR head office and every change, it was announced via email or intranet to every offices in the world And Chief HR will travel to offices once a year for workshop to managers and general employees Therefore, this cause “There was no organization or HRM strategy” can be eliminated 2.6.5 Bad quality of information channels within office It is found that “perceptions of satisfaction in information may be related to the technology used to transmit the information” (21) After in-depth interview with Ms Tram, she said that at the moment, information flow can be distorted by inappropriate channels because almost managerial position intend to communicate via email and intranet that information flows was not fully explained to all employees This is also can be a cause of ineffective managerial communication to employees She suggests to using both formal and informal channels to build relationship and network across organization (33) nominated the similar suggestion in order to 30 information can be communicated in way dialogue more regularly and receive feedback as soon as possible 2.7 Validation main cause and solution proposal After analyzing all in-depth interview information from Ms Tram, Mrs Tran, Ms Thu, Mrs Bich Thuy, author was convinced to confirm “There is missing way discussing between direct managers and employees about promotion opportunities” is the main cause lead to ineffective communication between direct manager and employee that lead to low promotion satisfaction at employees This main cause can be proved as following: This main cause is actually happen at Melcosa office This main cause is top urgent matter which need to solve immediately to improve the situation, because direct manager is the person who communicate directly with employees for all aspects from work until HR practices It is necessary to realize this cause, take an improved action to avoid all consequences as mentioned above This main cause can be started to solve as soon as possible without spend a lot of time and budget It demonstrates the importance of informing, engaging and empowering managers in order to they can take responsibility as a part of HR team as quick as possible to improve the situation According to MsTram, she pointed out that it is very importance of providing workshop more regularly and training, support from HR department so that manager can be confident to develop their management skills, knowledge in consistently translating strategy into practices effectively 31 Figure 3: Final cause-effect map 32 CHAPTER 3: DESIGN SOLUTION FOR SOLVING PROBLEM From all previous analysis, main cause “There is missing ways discussing between direct managers and employees about promotion opportunities” lead to Central problem: Ineffective communication between direct manager and employee that lead to Symptom: Low promotion satisfaction at employees Alternative solutions will be designed to solve problem at this chapter Author has designed solution base on in-depth interview with Ms Tram, Mrs Tran, theories and personal experience Figure 4: Solution map 3.1 The first alternative solution: Every direct manager is asked to build their own strategy to improve situation with their own team Direct manager is the person who understands their team best and has their own way to handle team from the past until now Manager understand the personality and know the situation of every team member, therefore different solution will be followed with every individual team members After in depth interview with merchandising manager-Ms Tram, she said that maybe she will organize an internal meeting with all 33 members at her team, then discuss together for the actual situation, then she would like to collect advice, solution from her team members, what she can to make her employees happy about promotion opportunity at work 3.1.1 Benefits Both direct managers and employees are free to find the way to solve the problem together in the suitable way to save time Different solution for different individuals which manager is the person to understand best Be proactive in solving the problem 3.1.2 Cost: total cost of this solution is 1,000 USD Depend on every team (contingency cost: maybe for lunch break if necessary): 100 USD/team, teams with total 700 USD and big team of QA: 300 USD (Source: Suggestion comes from Manager-Ms Tram) 3.2 The second alternative solution: Build up “My dialog” system and organize workshop for all direct managers, employees Mrs Bich Thuy- HR admin pointed out that the open discussing between direct managers and employees are very necessary to solve this problem and increase employees promotion satisfaction at Melcosa She has been working for Melcosa for 18 years, it is enough time for her to observe and had to adopt that there is very less official discussing between managers and employees, they ignore the important process to evaluate and build up the right plan to develop their employees Besides, office also can not find out and track the potential employees for further investment Let employees raise their voice to show their interest, their expectation, aspiration, then can find the suitable plan to grow up together with direct managers Open talking also support employees to look back themselves carefully before asking for any promotion and they need to prepare themselves to qualify for the things they 34 want and let their managers recognize their competency This will create the fair promotion opportunities to every employee Melcosa can not offer for many available managerial promotions but Project Leader is concerned now from the top-management There are many projects in the future, therefore qualified, potential employees can become leader in project, employee will have a space to growth Change department for further learning and growing Become a speaker in some training and development Current promotion: salary adjustment; opportunity to go for business trip to open mindset and expand knowledge; trust to give more challenge tasks; let employee become leader themselves; chance to work independently and take responsibility themselves; favor for individual needs: flexible time per day or per week, work at home;… Author and Mrs Bich Thuy has discussed together to develop for My dialog 3.2.1 Definition of “My dialog” It is a dialog involving a structure evaluation, recognition and measurement of performance and a chance to have transparency on individual development and potential Besides the meaning of itself “dialog”, it stands for Development, Improvement, Aspiration, Learning, Opportunity, Growth Direct managers and employees should discuss directly together to: plan, monitor, review an employee's work goals and overall contribution to the office A good dialog is based on the fact, action oriented, constructive and challenging, targeted 3.2.2 Importance of dialog The dialogue is the most important part to manage performance, set expectations and proceed in two way dialog Both direct managers and employees have to dialog as a official procedure to avoid sign of for confirmation without discussing Dialog creates official opportunity for employees to raise their voice in their performance, 35 understand direct manager’s expectation and possible opportunities at office At the end, the dialog is focusing on development of employees 3.2.3 Different roles in performance review for different positions Direct manager roles Set and clarify expectations and make sure that employees understand correctly Motivate employees Support for development of employees Frequent feedback to employees Give specific and frequent feedback to employees Ensure realistic goal setting Follow-up on performance and development Employee roles Set and clarify expectations and make sure that direct manager understand correctly Asking for feedback from direct manager regularly Reflect on past performance and focus on career development in the future Share aspirations and understand strengths/development areas Take accountability and be open to feedback Follow-up on development and report challenges to direct manager as soon as possible for advice Author and HR roles Support and guide manager on preparation, process and expectations in dialog to make it very open and more effective Support development actions by guiding possible promotion opportunities at Melcosa office (details are following) Share best practices for tough cases 36 3.2.4 My dialog steps There are steps in My dialog: Step 1: Preparation Step 2: Review on targets/goal achieved and overall performance Step 3: Development and goal setting Step 4: The behaviors that indicate the “Potentiality” of employees Step 5: Ending the dialog and next steps to take Step 1: Preparation Direct managers and employees should think about development such as: attainable goals, needed skills, aligned with business and potential challenges To make dialog is more effective, employees and direct managers should prepare before and during the dialog carefully There are some suggestions to think about by answer below questions Employees should think about What is your career aspiration? How to achieve it? What support would you need? Are you achieving your goal or your job performance according to the leadership competencies? What is your overall job performance in the past year? How have you accomplished the target that you have set for the goal? Managers should think about What are the areas that you think he/she can develop further? How would you support her? How should she achieve it? Did he/she show the behavior as expected in the leadership competencies? What is his/her overall job performance in the past year? 37 Has he/she shown potential behaviors as identified by you and Melcosa office? How Frequently? How did he/she accomplish the goals that direct you two have set together? During the dialog, both direct managers and employees should be open minded, active listening, giving positive and constructive feedback, asking if something is not clear immediately for further explanation Step 2: Review on targets/goal achieved and overall performance Direct managers can conduct performance review by stay focused to discuss and develop specific solutions, always encourage two way discussion and let employees feel comfortable to talk or sharing their review, listen and prepare to change mind if necessary, maintain every discussion is confidential Moreover, manager can explain by giving example but it should be specific, behavioral not personal Step 3: Development and goal setting Strengths and improvement opportunity; performance goals and competencies; career objectives, organization requirements-present and future skills gaps; available developmental resources; reasons for performance gaps are considered when setting development priorities For development and goal setting talk, it is necessary to conduct enough for below stages: How to start a development talk; How to get into more detail during the development talk; How to conclude a development; How to organize follow-up? Some questions can support to start of dialog Have you thought about your career aspirations? How can you improve your current performance to be able to reach your career aspirations? Are your career aspirations aligned with your performance and ability? Have you considered roles outside of your department/function? Some questions can support to get into more detail during the development talk 38 What skills you need to build on, to take up the role you aspire for? What are some projects, assignments, committees, job roles, that would make the most of your strengths and help you improve upon your development areas? How will your strengths help in the roles you want to take up in the future? What support you need, to build on/work on, for you to reach your long-term goal? Some questions can support to conclude the development What skills you need to develop to perform better in your current role? What areas you need to develop to prepare you for the roles you want to take up in the future? How you want to develop these skills/competencies? Does training help? What is the best way for you? Have you considered any other ways to develop? What timelines you want to consider for these development actions? Some questions can support to follow up accordingly How often would you like to meet to discuss progress on your development actions? Do you anticipate any obstacle or challenges to development? How will you overcome these obstacles/challenges? Do you need any support to overcome them? How will you continue to practice the skills you have learnt and review your progress? Step 4: The behaviors that indicate the “Potentiality” of employees There are different behaviors that indicate potential employees such as: Insight, Commitment, Motivation, Curiosity, Aspiration Manager should base on their objective, real facts and not influenced by personal beliefs, judgment or feeling to evaluate employees by rating to all behaviors The rating scale is the frequency of that behavior: rarely, sometimes, usually, always Step 5: Ending the dialog and next steps to take 39 After going through all previous steps, it is time for ending the dialog with an agreement and confirmation clarity by both direct managers and employees In addition, employees know well the accountability, action plan to follow up, ask and answer question if any Getting an agreement play an important role in My dialog because if without agreement, there is no improved performance or motivated employees that can not increase employees satisfaction at Melcosa office Both direct managers and employees can manage and adjust the development goal if necessary by keeping two way open communication 3.2.5 Organize workshop work shop will be conducted after that: one is for all direct managers at office, another one is for all employees at office to introduce about new system “My dialog” in order to all direct managers and employees can understand what is it and know how to apply correctly Tải FULL (90 trang): https://bit.ly/3BpHXf9 Dự phòng: fb.com/TaiHo123doc.net 3.2.6 Benefit of this 2nd solution “My dialog” can be applied immediately easily Office can arrange workable time easily for work shops, then expand to whole office This is official opportunity for employees, managers to have open two way discussing And all expectations, aspirations, challenges, and many other aspects are clarified, measured and recognized Then specific planning is made for every employee to increase their promotion satisfaction All employees can evaluate themselves more accurate base on the facts, actual situation by discussing directly with their direct manager It helps to reduce the gap between impossible expectations and reality, then promotion satisfaction can be increased Many question marks between direct managers and employees were answered in constructive way, build up relationship Motivate employees and asking for fair treating from direct managers 40 Break the limit and find out potential employees to develop for future sustainable business 3.2.7 Cost: total cost for this project is 1,210 USD Fruit and water for work shop: 100 USD Place to organize workshop: Melcosa’s meeting room IT to set up the “My dialog”: 1,000 USD for this project (Source: Vietnam 2018 salary guide first alliances) Contingency cost: 10% of total direct cost: 110 USD 3.3 Solution comparison Tải FULL (90 trang): https://bit.ly/3BpHXf9 Dự phòng: fb.com/TaiHo123doc.net After introducing above solutions to merchandising manager-Ms Tram, she said that it is better to have general standard for all people to conduct in the same way like “My dialog” instead of every managers has their own way to deal with Then maybe someday, the conflict will happen again because all managers not sing the same song, and employees will perceive information in many different ways And “My dialog” has a clear instruction, she suggested to a testing in small group and let’s see the outcome and if something need to adjust for better result, then expand to whole office for this Sep-2019 evaluation Mrs Tran and Ms Thu who are at employee position, they are so excited with “My dialog” because at least right now they have an official open two way discussing with their direct manager, the chance for them to raise their voice Moreover with clear guide, they think that there will be some bright point in their career in the future On the other hand, for the first solution which let all direct managers build up their own strategy for their own team, there will have favouritism from direct managers for different individuals, and it is not sure that every employee is happy and satisfied In addition, it will create the chance for employees to keep silence, seems agree everything but in fact it does not Every direct manager has their own leadership styling, their own way to solve problem and office can not follow the status for the improvement Costing: 1,210 USD is affordable to get benefits from My dialog system 41 In conclusion, there are many reasonable reasons to implement the solution “Build up My dialog system and organize workshop for all direct managers and employees” This will help to improve communication between direct managers and employees, the communication about promotion opportunity will be more effective, that support to increase promotion satisfaction at employees 6669949 42 ... when communication between manager and employee is poor Finally, Tram confirmed that ineffective communication between direct manager and employee is the major problem at Melcosa that lead to low. .. promotion satisfaction at employees 2.5 Justify the importance of ? ?Ineffective managerial communication to employees” It is proved that ? ?Ineffective communication between direct manager and employee? ??... MINH CITY International School of Business Lâm Phương Thúy INEFFECTIVE COMMUNICATION BETWEEN DIRECT MANAGER, EMPLOYEE AND LOW PROMOTION SATISFACTION AT MELCOSA VIETNAM LTD., MASTER