Learning organization and mentoring practice: An empirical investigation

1. Learning organization and mentoring practice: An empirical investigation Presenter: YIN Xianting, Eva1 Author: YIN Xianting, Eva1 Ng Fungfai2 1:Mphil Candidate, Department of Real Estate and Construction, University of Hong Kong, Hong Kong SAR 2: Associate Professor, Department of Real Estate and Construction, University of Hong Kong, Hong Kong SAR

2. BackgroundThe Architecture, Engineering and Construction industry (AEC)

3. Research Questions • What are the relationships among the three constructs in AEC industry in Hong Kong? • What are the differences among the three constructs in AEC industry in Hong Kong? Organizational learning culture Mentoring practice Organizational commitment

4. ‘culture embedded in an organization that is characterized by continuous learning for continuous improvement, and by the capacity to transform itself. ‘ Watkin & Marsick 1993,1996 Organizational learning culture

5. Mentoring practice ‘focus on interpersonal relationship between more experienced individual (mentor) and less experienced one (mentee).’ Kram, 1985

6. Organizational commitment ‘the strength of an individual’s identification with and involvement in a particular organization’ Porter et al., 1974, p. 604

7. Objectives • to validate ‘learning organization’ concept • to map out profiles of organizational culture and level of mentoring practice • to explore relationships from young professionals perspective

8. Research Design and Methods • Questionnaire survey • Population: young professionals 1) with < 5yrs working experience; 2) graduated from HKU • 269 are selected over total 1186 respondents • Response rate:22.7%; final usable response rate: 14.3% • Statistical data analysis and interpretations: Confirmatory factor analysis (CFA), Descriptive analysis, Correlation analysis

9. Results (1)

10. Results (2)

11. Results (3) • Hypothesis accepted: • Organizational learning culture affects mentoring practice which leads to employees’ organizational commitment in HK AEC industry. Organizational learning culture Mentoring practice Organizational commitment

12. Recommendations • Valuable managerial tools: diagnose problems, weaknesses, and strengths • Closely and systematically correlated: • Low organizational commitment: alert to organizations and practitioners • ‘inquiry and dialogue’, ‘strategic leadership’ and ‘collaborative and team learning’ related to mentoring practice

13. Further investigation • From mentor/ supervisors’ perspective • Economic recession

14. Q&A