Learning organization and mentoring practice: An empirical investigation Presenter: YIN Xianting, Eva 1 Author: YIN Xianting, Eva 1 Ng Fungfai 2 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

Background The Architecture, Engineering and Construction industry (AEC) CHANGESCHALLENGES  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 scoreHighMedium Low

Results (2) Constructs Demographic variables Organizational learning culture Mentoring practice Organization size ++ Organization typeSupplier > 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