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

BackgroundThe Architecture, Engineering and Construction industry (AEC)

CHANGES CHALLENGES

Introduction of advanced technologies,

Aging workforce, Globalization, Economic integration,

and International partnering

How to educate personnel How to establish

continuous human resource development

How to transform into learning organizations

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

Organizational learning culture

‘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

Create systems

Collaborative & team learning

Continuous learning

Inquiry & dialogue

Strategic leadership

Empower people

Connect organization

Mentoring practice

‘focus on interpersonal relationship between more experienced individual (mentor) and less experienced one (mentee).’

Kram, 1985

‘focus on interpersonal relationship between more experienced individual (mentor) and less experienced one (mentee).’

Kram, 1985

Organizational commitment

‘the strength of an individual’s identification with and involvement in a particular organization’

Porter et al., 1974, p. 604

‘the strength of an individual’s identification with and involvement in a particular organization’

Porter et al., 1974, p. 604

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

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

Results (1)

Measurement scale

Dimensions of Learning Organizational Scale (DLOQ)

mentoring scale (MS)

organizational commitment (OCS)

Reliability √ √ √

validity √ √ √

Overall score High Medium Low

Results (2)

Constructs

Demographic variables

Organizational learning culture

Mentoring practice

Organization size + +Organization type Supplier > Contractor >Consultant >

Client

Working experience - -

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

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

Further investigation

From mentor/ supervisors’ perspective

Economic recession

Q&A