Ineffective communication between direct manager, employee and low promotion satisfaction at melcosa vietnam ltd ,

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 APPENDIX Appendix 5: 1st Interview transcript- Ms Duong Bao Tran- Merchandiser Time: 1st interview: 3:00 pm, 27/09/2018 Venue: Melcosa Vietnam Ltd, Saigon meeting room Interviewer: Lam Phuong Thuy Respondent: Mrs Duong Bao Tran- Merchandiser (4 years working at Melcosa) Lam Phuong Thuy: Good afternoon, Ms Tran Thank you for your time today As you know, last time I sent survey to all of our employees about Job satisfaction After analyzing, the result showed that job satisfaction in general is at medium level but to look through job satisfaction via every aspects, it is absolutely need to pay attention about promotion aspect with score 1.973/ 6, compared with other aspects: score above 3.7/6 That is why I hope we have a chance to talk to understand the problem that led to low promotion satisfaction The interview can take about 15 minutes, and pls allow me to take note in my handbook to avoid missing information Are you ready? Duong Bao Tran: yes, it is fine Lam Phuong Thuy: thanks, you remember what is the measure for this promotion satisfaction on last survey? Duong Bao Tran: it is about the promotion opportunities and compare with other persons if they have same chance to get ahead Lam Phuong Thuy: yes, you are right You are a merchandiser right now, what office can offer to you as a promotion and make you satisfy? Pls feel free to share and I am sure it is only served for research purpose Duong Bao Tran: raising salary, of course, this is the most important thing And have chance to move up to higher level, but I see it is not great idea at Melcosa Have chance to work independenly, challenging work, take care for more account and recruit assistant for me I would refer to have a clearer career growth path when I commited for a long time with Melcosa 70 Lam Phuong Thuy: thank you for sharing, they are wishes for every people So, come back to reality, are you satisfied with promotion opportunities here? Duong Bao Tran: well, not that easy to answer, it depends a lot at direct manager evaluate my performance and the competency Sometimes I feel that I am overqualified with current job, I would like to more to see maximum competency but it seems my manger did not recognize that, it makes me feel less challenging at work Also somehow it is not fair in evaluation and reward You know, when you work much and talk less, it also get opposite result when people feel that you are not so nice with them Lam Phuong Thuy: you remember the last time you get promotion from office? How it happen and are you happy with that? Duong Bao Tran: yes, I get twice raise last year while normally only once a year Yes, I am quite happy but not that much I got raise more time in Oct, I see that with my contribution at team and office, it is still under expectation, I deserve it but every time we have to fight to get it, if I decide to keep silience and no thing will happen So it is what I deserve Lam Phuong Thuy: How get confirmation that you will get raise more time? Duong Bao Tran: at Melcosa office, only Manager who discuss with General Manager about every thing, therefore, I called out to my manager and she will asked General manager to approve Then she talked to me that she get very very difficulty to ask for approval that I get more raise And no official letter about raise, only manager informed to me When you need to get something, and everything happened in noisy and difficulty, you not feel happy any more Lam Phuong Thuy: come back about your point that you understand well that working at Melcosa you have less chance to move up to higher level, you understand this from beginning and it is ok with you? Duong Bao Tran: I know the structure for representative office and I am ok with this but I need other motivations as I mentioned above Lam Phuong Thuy: what is the main reason that you are not satisfied in promotion? 71 Duong Bao Tran: I think the main reason is about unfair in recognition opportunities from manager, favoritism Somehow I feel that I deserve to get more promotion opportunities than my colleague, and I should get more challenging work instead of them Lam Phuong Thuy: if so, why you still decide to stay here? Duong Bao Tran: because salary here is reasonable, compared in markets and stable work In addition, the benefits package is good, I need promotion opportunities but if not, I need to consider whole picture before decide to leave Lam Phuong Thuy: thank you very much for your sharing 72 APPENDIX Appendix 6: 1st Interview transcript- Ms Dang Anh Thu- Shipping Clerk Time: 1st interview: 6:00 pm, 27/09/2018 Venue: Melcosa Vietnam Ltd, Saigon meeting room Interviewer: Lam Phuong Thuy Respondent: Ms Dang Anh Thu- Shipping Clerk (6 years working at Melcosa) Lam Phuong Thuy: Good afternoon, Ms Thu Thank you for your time today As you know, last time I sent survey to all of our employees about Job satisfaction After analyzing, the result showed that job satisfaction in general is at medium level but to look through job satisfaction via every aspects, it is absolutely need to pay attention about promotion aspect with score 1.973/ 6, compared with other aspects: score above 3.7/6 That is why I hope we have a chance to talk to understand the problem that led to low promotion satisfaction The interview can take about 15 minutes, and pls allow me to take note in my handbook to avoid missing information Are you ready? Dang Anh Thu: yes, I am ready Lam Phuong Thuy: thanks, in your opinion, what is promotion opportunity? And are you satisfied with your current promotion opportunities? Dang Anh Thu: Promotion opportunity is promote employee to managerial position, get increase salary, in charge of more tasks I am ok with my current work because I have been working here for years but if need to say about my promotion satisfaction, I think it is still at low level Because it is very difficult to get for promotion here, as last time I asked for increase salary because for last years, I got no raise and ask for explanation from manager She explained that because job is same and my salary is at high level, therefore office can not break the budget for every position I feel the explanation is not reasonable, I would like to have a clear picture where I can go and upgrade my contribution Lam Phuong Thuy: So how about HR department, did they offer anything else for your efforts? 73 Dang Anh Thu: No, in fact, direct manager is the person who solve on the issue of employees and deal in advance, just regarding to benefits package or the operation at office or implement, we contact with HR admin Therefore, direct manager who give me all the answers even I am happy or not, and I am also not sure if she can recognize that, she is excellent in professional job but in human managing it seems limited and even information for same thing is still different in our team, sometimes we confused and misunderstanding Lam Phuong Thuy: what you think manager can improve and what you need more from them? Dang Anh Thu: I need to have regularly communication about clear information and clear measures to follow If we can get it, I think we can reduce the unfair evaluation and everyone has same chance to move forward with their responsibility and new challenging task Lam Phuong Thuy: you remember the last time you get promotion from office? How it happen and are you happy with that? Until now, what kind of promotion you get? Dang Anh Thu: I think I get no promotion for years, very less promotion opportunities here years ago, I got raise Lam Phuong Thuy: did you maintain same great job as before, how your manager evaluate your performance? Dang Anh Thu: well, from annual appraisal, I see that my performance is same as before, but I have more work and they ask for higher requirement I also have to go for business trip to meet customer Sometimes it is very tough for me, that after work I have to go sooner for my master class Lam Phuong Thuy: it seems nice that you have chance to go for business trip, how many people in your team have the same chance like you? And you can leave work earlier for study, why you have this priority? Dang Anh Thu: only my manager and I, because I understand well all customers from beginning and I take care for detail daily work and understand what happened with booking from vendor and argument between forwarder and vendors I am so busy at work and also have to go for business trip Regarding to my study, I arrange myself the workload in order to 74 I can leave office ealier, and we also get the new policy that we can leave earlier 30 minutes (twice a week) It is our right and we deserve to have it for hard working every day Lam Phuong Thuy: what is the main reason that you are not satisfied in promotion? Dang Anh Thu: I think it is about the very less promotion opportunities Lam Phuong Thuy: if so, why you still decide to stay here? Do you have intention to quit? Dang Anh Thu: I may consider about it but not now, at the moment I am still ok at work but I feel that I received very less promotion opportunities here it makes me uncomfortable But I hope in the future, we will have more promotion opportunities Lam Phuong Thuy: thank you very much for your sharing 75 APPENDIX Appendix 7: 2nd Interview transcript- Ms Phan Thi Ngoc Tram- Merchandising Manager Time: 2nd interview: 3:00 pm, 28/09/2018 Venue: Melcosa Vietnam Ltd, Saigon meeting room Interviewer: Lam Phuong Thuy Respondent: Mrs Phan Thi Ngoc Tram- Merchandising Manager (15 years working at Melcosa) Lam Phuong Thuy: continute with your comment before, what is the main central problem of low promotion satisfaction at employees at Melcosa office? Phan Thi Ngoc Tram: I think it is ineffective communication between direct managers and employees Because I already told you before that my staffs seem does not recognize what I did for them and their perception is different from mine Moreover, maybe my communication skills is not so good that makes employees feel unsatisfied, and I have limited well comprehensive about promotion opportunities at office, then I tried my best but can not bring well the idea from top managers to my staffs Lam Phuong Thuy: could you pls give further information if this problem is actually existed at our office? Phan Thi Ngoc Tram: well, I see that there is less communication frequency between managers and staffs, from my side, we are so busy with daily work and solve a lot of issues every day, I not have time to talk directly with my staffs, normally I use email to assign the work, email is the main tool in communication at work I see other managers did the same like me But I have to adopt that this ineffective communication effect to relationship with employees, the trust and increase the gap between manager’s perception and employee’s perception, we are thinking and doing in different ways and of course, the business goals can be reached better if we can solve this Lam Phuong Thuy: yes, thank you for your advice 76 APPENDIX Appendix 8: 3rd Interview transcript- Mrs Nguyen Thi Bich Thuy- HR admin Time: 3rd interview: 11:00 am, 28/09/2018 Venue: Melcosa Vietnam Ltd, Saigon meeting room Interviewer: Lam Phuong Thuy Respondent: Mrs Nguyen Thi Bich Thuy-HR admin (18 years working at Melcosa) Lam Phuong Thuy: from your point of view, which factor is the main problem that leads to low promotion satisfaction at employees Nguyen Thi Bich Thuy: as you know, all offices with horizontal organization, therefore we have less chance to offer managerial promotion So ineffective communication between managers and employees could be a central problem because at Melcosa office, even I am HR admin but manager will be the person who communicate with employee regularly and solve all the problem related to work and promotion Their communication is very important, and manager can help to improve employee satisfaction But I have to adopt that every manager has their own way about leader ship and communication I usually see that they evaluate the performance very short, without discussing together to understand deeply the problem I am not sure if employee has chance to talk with their manager about their thinking and expectation Lam Phuong Thuy: yes, thank you very much 77 APPENDIX Appendix 9: 4th Interview transcript- Mrs Nguyen Thi Bich Thuy- HR admin Time: 4th interview: 11:00 am, 1/10/2018 Venue: Melcosa Vietnam Ltd, Saigon meeting room Interviewer: Lam Phuong Thuy Respondent: Mrs Nguyen Thi Bich Thuy-HR admin (18 years working at Melcosa) Lam Phuong Thuy: last time, we have talked about existed main problem: ineffective communication between direct managers and employees I have studied on theories to see potential causes of this problem and I see the result is quite similar with what we have talked Can I share with you, then we can finalize what is the real cause happened at our office? Nguyen Thi Bich Thuy: yes, of course Lam Phuong Thuy: there are some potential causes such as: lack of communication competency from manager, there is missing way discussing between direct managers and employees about promotion opportunities, lack of well comprehension from middle manager about HR policies or promotion opportunities, there was no organizational or HRM strategy, bad quality of information channels within office Nguyen Thi Bich Thuy: as mention to you before, I see that main cause “there is missing ways discussing between direct managers and employees about promotion opportunities” should be solved in priority because direct manager is the person who communicate directly with employees and it is necessary to solve the problem, it should start from them For other causes, I think it is not really important and happened at our office Lam Phuong Thuy: if so, you have any suggestion to solve this cause? Nguyen Thi Bich Thuy: we have to make way discussing become compulsory procedure in evaluate employee performance and plan for further development Then both direct managers and employees understand the important role of discussing directly, officially and not allow to ignore this procedure any more Lam Phuong Thuy: yes, thank you 78 APPENDIX 10 Appendix 7: 3rd Interview transcript-Ms Phan Thi Ngoc Tram-Merchandising manager Time: 3rd interview: 3:00 pm, 3/10/2018 Venue: Melcosa Vietnam Ltd, Saigon meeting room Interviewer: Lam Phuong Thuy Respondent: Mrs Phan Thi Ngoc Tram- Merchandising Manager (15 years working at Melcosa) Lam Phuong Thuy: thank you very much for your time with me again, I need your support for solution of missing ways discussing between direct manager and employee Phan Thi Ngoc Tram: I think this one should let every manager has their own way to solve this problem, manager is the person who understand best their team member and how to improve the situation Lam Phuong Thuy: you mean you can handle it, without any other supports? What are you going to do? Phan Thi Ngoc Tram: in my personal experience, I will set up a meeting for my team to let every one can raise their voice, their expectation, then whole team can find solution together And after that, we can go together for lunch time to get it back the close relationship and have fun somehow Lam Phuong Thuy: if so, are you sure that every employee will feel free to tell you their expectation in front of other members? What you think about ways discussing directly between manager and individual? Phan Thi Ngoc Tram: ah yes, if so it looks like official talking but then consume a lot of time for this change Lam Phuong Thuy: yes, but the result will be more valuable via “My dialog”- this is ways talking tool for you and your employees I and HR admin will create in detail what should for you and employees, it does not spend your time much to understand and proceed this dialog 79 Phan Thi Ngoc Tram: ok, but then need to testing first, if everything is fine then launch to whole office Lam Phuong Thuy: agree and thanks for your comment 80 References (1) Spector, P.E Job satisfaction survey 1994 (2) Spector, P E Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey American journal of community psychology 1985 13(6),693-713 (3) Jason A Downing Emotional Intelligence, Leadership Style, and Job Satisfaction in Contrasting Workplace Environments Ann Arbor: Walden University; 2016 (4) Armstrong-Stassen M, Cameron S Factors related to the career satisfaction of older managerial and professional women Career Development International 2005;10(3):203215 (5) N Mustapha, ZC Zakaria The Effect of Promotion Opportunity in Influencing Job Satisfaction among Academics in Higher Public Institutions in Malaysia, International Journal of Academic Research in Business and Social Sciences, 2013 (6) Phillips DR, Roper KO A framework for talent management in real estate Journal of Corporate Real Estate 2009; 11(1):7-16,64-65 (7) Bonnie Bei, Y., and P.E Carolyn Human resource management practices and affective organizational commitment: A comparison of Chinese employees in a state-owned enterprise and a joint venture Asia Pacific Journal of Human Resources 43, 2005, no 3: 332–60 (8) Lincoln JR, Kalleberg AL Commitment, quits, and work organization in Japanese and U.S plants Ind Labor Relat Rev 1996 10;50(1):39 (9) Pattnaik L, Tripathy SK The Influence of Perceived Organizational Support on Organizational Commitment: An Empirical Study ASBM Journal of Management 2014 07;7(2):32-38 (10) Powell L Shedding a tier: Flattening organizational structures and employee empowerment The International Journal of Educational Management 2002;16(1):54-59 (11) Kong H, Wang S, Fu X Meeting career expectation: can it enhance job satisfaction of Generation Y? 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CITY International School of Business Lâm Phương Thúy INEFFECTIVE COMMUNICATION BETWEEN DIRECT MANAGER, EMPLOYEE AND LOW PROMOTION SATISFACTION AT MELCOSA VIETNAM LTD., MASTER... 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