Browsing by Author "Lu, Lee Hsing"
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ItemCultivating cultural intelligence (CQ) through experiential learning-based english instruction at Beijing polytechnicThe study aims to cultivate students’ cultural intelligence (CQ) through experiential learning-based English instruction. The author used convenience sampling of her 2 teaching classes 53 students as the participants of the study. One class with 26 students was assigned to the experimental group and the other class consisting of 27 students was assigned to the control group. The author used quantitative methods: the Cultural Intelligence Scale (CQS) and a semi-structured interview (20 items) based on the CQS to collect data. The Scale’s creators had done the validity test of the CQS, therefore, the author only did the reliability test of the whole Scale consisting of four parts of the four dimensions of the CQ , and got Cronbach α of 0.886, 0.837，0.742, 0.777, and 0.824 respectively. Data collected from the experimental group were analysed after OD intervention and compared with the control group, which showed that the CQ development of the experimental group was higher than the control group. Since the pre-ODI and post-ODI data of the experimental group was not normally distributed, so the author used Wilcoxon Signed-rank test which required to use median to analyse the data. Since the data was not normally distributed, the author used the mean (average) of the media to compare the increase range of CQ in the experimental and the control class. Data showed that he experiential-learning based English instruction helped cultivate the 4 dimensions of CQ, more in the experimental class than those in the control class.
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ItemCultivating student craftsmanship through OD interventions: a case study of the student union at Beijing polytechnicThis research aims to determine whether the organization development interventions (ODI) helped cultivate student craftsmanship in the Student Union. Through the new job design of the Student Union, students enhanced their commitment to their work and became more conscientious. The researcher adopted quasi-experimental design by using qualitative and quantitative methods to conduct the BPI case study. Based on the pre-and post-test design, 24 students in the Student Union from College QC participated as the intervention object, while the 28 students of the control group were from College HK. The quantitative part included survey questionnaires in pre-test and post-test stages, while the qualitative method included interviews. First, the researcher applied the Shapiro–Wilk test and found that the data was non-parametric type. Next, the researcher applied the spearman Rank correlation, Wilcoxon signed rank, and Mann-Whitney U tests to test hypotheses based on none parametric situations. After the ODI, all hypotheses’ tests confirmed statistically significant improvement in work engagement, students’ career commitment, and conscientiousness. The qualitative findings also supported that students' career commitment and conscientiousness significantly improved. In conclusion, the findings showed that students’ career commitment and conscientiousness could be improved by enhancing students' work engagement.
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ItemThe enhancement of employee engagement to reduce employee turnover intention and improve employee job satisfaction: an action research on Mirac Company in Yangon, Myanmar ( 2019) Swe, Khin Thet Htar ; Lu, Lee HsingThis action research was conducted employing both quantitative and qualitative methods and aims to reduce employee turnover intention and improve employee job satisfaction through enhancement of employee engagement in a Myanmar-Japan joint venture local recruitment company, Mirac, with 36 employees. The objectives were to analyze the current situation of Mirac Company in terms of Employee Engagement, Employee Job Satisfaction and Employee Turnover Intention ; to develop and design appropriate ODIs to improve Employee Engagement, Employee Job Satisfaction and to lessen the Employee Turnover Intention; to determine the impact of organization development intervention (ODIs) on Employee Engagement, Employee Job Satisfaction and Employee Turnover Intention ; to assess the causal relationships between Employee Engagement and Employee Job satisfaction and to assess the causal relationship between Employee Engagement and Employee Turnover Intention ; to design a three year proposed Logical Framework for the organization to sustain the positive change. Data collection was carried out through survey questionnaire, semi-structured interviews, focus group discussion and informal observations. OD interventions were designed with inputs from the employees and management. The impact of ODI was analyzed by using paired t tests and simple linear regression. The results indicate that a strong significant connection between employee engagement and job satisfaction as well as employee turnover intention (leaving) while prosocial motivation was identified as an additional driver of employee engagement.
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ItemOrganization redesign process as ODI on organizational factors and human dynamics( 2017) Lynn, Nandy ; Lu, Lee HsingThis paper demonstrated the importance of organization redesigning in the face of drastic socio-economical, political changes as well as internal and external (with and without anticipated) challenges; the impacts of effective design on organizational components; and the approach and process on how to redesign organizational factors for better results on human dynamics. It was based on in-depth, real-time, and action research at a public Internet service providing company in Myanmar conducted from January 2015 to end February 2016. Based on theoretical and conceptual frameworks, results had shown the significant cause and effect relationship between specific organizational factors and human dynamics.
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ItemServant leadership transformation in public service: an exploratory case study of behavior change of civil servants at ministry of culture and fine arts of CambodiaThis is an exploratory case study of the Ministry of Culture and Fine Arts of Cambodia. Firstly, it identifies problems to understand the characteristics of civil servants, change resistance and their characteristics of Servant Leadership, while suggesting ways to develop civil servants’ commitment towards changes and the impact of organization development intervention on servant leadership dimensions: empowerment, accountability, standing back, courage, authenticity, humility, forgiveness and stewardship. Secondly, behavioral changes of civil servants were measured using ODI. The study uses the Servant Leadership Model by van Dierendonck and Nuijten (2011) for conceptualization of behavioral changes. Research instruments employed both qualitative and quantitative methods to test the hypotheses at the pre- and post-ODI stages. Servant Leadership was the dependent variable tested. Self-interest and Servant Attitude are independent variables that measured the effects on the Servant Leadership characteristics. The study sample consisted of civil servants (n=70). Quantitative data were analyzed by paired sample t-test and multiple regression. Content analysis was used for qualitative data obtained from interviews. The research findings revealed the civil servant problems and public administration bureaucracy problems that influence behavior and attitude of civil servant. Recommendations for changes included (i) change of “I” vs. “Them” attitudes and behaviors and (ii) cultural change from administrator to service provider. Recommendations are to extend the ODI to test whether multiple ODI periods have effects on the hypotheses tested in the study on self-interest and servant attitude.
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ItemSystems thinking approach to transform individual's mindset and identity to improve innovation performance and organizational engagement: an action research study in MIN LONG ceramic art museum in ChinaThis study was aimed at the research of the organization development interventions on the individual's Open-mindedness (OM) and Identity (ID) to improve innovation performance (IP) and employee organization engagement (OE) in MIN LONG Ceramic Art Museum in China. The research sample consists of 4 leaders and 26 employees. The research methods were the questionnaire, semi-structured interview, and participatory observation. Quantitative data were collected to examine the change in OM, ID, IP, and OE levels. Qualitative data were collected to understand the result of organization development interventions on the employees. The researcher evaluated data with the Shapiro–Wilk test and found that data were not normally distributed. The Wilcoxon Signed-Rank Test, Spearman rank Correlation Test, and Ordinal logistic regression analysis were utilized in this study as statistical tools to prove hypotheses. After the organization's development interventions, the collected data confirmed an improvement in the OM, ID, IP, and OE. Based on Qualitative findings, Employees' innovation performance and organizational involvement have improved significantly. However, the findings showed that innovation performance and organizational engagement could be improved by enhancing employees' open-mindedness and identity.
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ItemThe enhancement of student's organizational citizenship behavior to improve organizational embeddedness: an action research on Beijing polytechnic in Beijing, ChinaThis action research aims to enhance students' organizational citizenship behavior (OCB) to improve organizational embeddedness in a vocational college. The sample size of this research was 59 sophomore students, 30 in the experimental group and 29 in the control group. They came from Beijing Polytechnic (BP), majoring in mechanical and electrical engineering (MEE). This study's questionnaire instrument has 24 items. After the 16-weeks-intervention program, the author collected pre-intervention and post-intervention data and used the quantitative method. The author used the Shapiro-Wilk (S-W) test that data is non-parametric. The study findings are: (H1a) The Spearman's test was applied, and there is a statistically significant relationship between OCB and organizational embeddedness. (H2a) The Wilcoxon signed-rank sum test was applied, and there is a statistically significant difference in OCB and organizational embeddedness before and after ODI. (H3a) The Mann-Whitney U test was applied, and the effect of OCB on organizational embeddedness was statistical significance. The qualitative analysis's findings supported the alternative hypotheses. The study concluded that after ODI, participants' OCB level and organizational embeddedness increased.