NATIONAL ECONOMICS UNIVERSITY

INTERNATIONAL SCHOOL OF MANAGEMENT AND ECONOMICS

HIGHER NATIONALS
BTEC HIGHER NATIONAL DIPLOMA IN BUSINESS (RQF)

Unit Code, Number and Title D/508/0491 – Unit 6: Managing a Successful Business Project

Semester and Academic Year Semester 1, Academic year 2020-2021

Assignment Number and Title MSBP: Managing a Research Project (Assignment 1 of 1)

Issue Date 22 February 2021

09 March 2021 (Tuesday) 10AM: Logbook 1
27 March 2021 (Saturday) 10AM: Logbook 2
24 April 2021 (Saturday) 10AM: Logbook 3
Submission Date 08 May 2021 (Saturday) 10AM: Project management plan
18 May 2021 (Tuesday) 10AM: Logbook 4
29 May 2021 (Saturday) 10AM: Research Report

IV Name Ms. Trinh Thi Thu Giang

IV Date 17 February 2021

Student Name Nguyen Tra My

NEU Student ID 10190574 Pearson ID

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Student name / Signature My Date: 29/05/2021

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 The challenges of talent retention of the construction company in Hanoi
Wordcount: 2302 words

Abstract
The research crucially explores the challenges in talent rêtntion in the construction companies in
Hanoi, especifically Vinaconex, HANDICO and HCCI. The research used a quantitative
methodology through the distribution of questionnaires to 30 respondents in three firms, who
play a key role in talent retention. The survey results showed the affect of training and promotion
opportunities and also supervisor support, which are challenges to talent retention, while
compensation and benefits are not really supported the case.

Key words: talent management, talent retention, challenges of talent retention in construction
industry, Hanoi, Vietnam.

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Introduction
In the current scenario, a major challenge for many companies is to retain its talented employees
(Juneja, P., 2020). The main focus of this study is on the challenges of talent retention of the
construction company in Hanoi. With the research aim is to investigate the major challenges and
obstacles facing managers in the company. Furthermore, the four main objectives of the study
are to identify the difficulties in the process of retaining talent and figure out the main factors
that they has to faced in terms of the problem. Then analyze the challenges and obstacles and
give some recommendations to solve the challenges of retaining talent in construction
companies.
The research provides three research questions:
 What are the main factors influencing talent retention in construction companies?
 What are the impacts of those factors on talent retention in construction companies?
 How to solve the challenges and of retaining talent in construction companies?

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Literature review
According to William, M. (2000), talented employees are those with extraordinary skills and
success in a variety of activities or fields. A dynamic amalgamation of employee abilities,
experience, cognitive capabilities and capacity may be regarded as talent. Values for employees
and preferences for the workforce are also important (Tansley, C., Harris, L., Stewart, J., &
Turner, P., 2006). Talent is generally approached in several ways in the working environment: it
may identify natural and skilled workers, but also defines high-performance and high-potential
employees.

Talent management covers all human capital procedures, typically including sourced, selected,
deployed, socialized, retained and developed talent. It has a cycle of three major areas: talent
recognition and absorption, management of talents and talent growth (Schweyer, A., 2004). Due
to the inconsistency over meanings and terminology and the numerous claims made by author
writers about the talent management, the exact definition of 'talent management' is difficult to
define. Talent management is a mechanism intended to ensure that staff move appropriately
through the organisation into employment (Kesler, 2002; Pascal, 2004). These approaches also
go very similar to so-called sequence management or human resources planning (Jackson &
Schuler 1990; Rothwell 1994). Talent management also plays a major role in the attraction and
development of talents in order to increase their potential and contribution to the business
activities.

Management success factors such as managerial difficulties and obstacles are linked to
organizational human relations, especially at the level of management (Tafti, M.,
Mahmoudsalehi, M., Amiri, M., 2017). Many aspects directly influence the retention of talent
whether or not workers are in the business. Create promotion opportunities in the business as
well as demonstrate preparation and skills training opportunities that enable employees to
succeed. The primary reason the top performing employees left the firm was the lack of training
and promotion opportunities (Hassan, W., Razi, A., Qamar, R., Jaffir, R. & Suhail, S., 2013).
Therefore the first hypothesis of the study is:
H1: Training and promotion opportunities is a challenge for talent retention

4
The second factor that affect employee retention is compensation and benefits. Compensation is
therefore one of the most important for all organizations to influence workforce retention.
Employees deserve to be paid well for the work they do, both as a way of life and for self-
esteem. For instance, a financial planner or stock broker is often more concerned with
compensation than other people who are mostly involved in non-profit or health care (Bean, B.,
n.d.). Not only salary, but also pensions and other benefits are included in compensation. So the
second hypothesis of the study is:
H2: Compensation and benefits is a challenge for talent retention
Thirdly, a supervisor is a member of an organization that serves corporate governance to directly
supervise subordinates and to communicate their organization's objectives and principles.
Support from the supervisors is critical in communicating a positive working atmosphere in a
company physically and in suggesting (Suifan, T. S., Diab, H., & Abdallah, A. B., 2017).
Supervisory help can translate an employee's sense of appreciation and well-being into the
actions of his or her immediate superiors (Eisenberger, R., Stinglhamber, F., Vandenberghe, C.,
Sucharski, I. L. and Rhoades, L., 2002). Therefore the third hypothesis is:
H3: Supervisor support is a challenge for talent retention
In short, several recent investigative articles analyzed the effects of three factors which may
contribute to talent retention management by these three factors. There is very little study on the
challenges of talent retention in construction industry with respect to these three variables.

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Methodology

For this study, quantitative methodology has been used by providing online survey questionnaire.
A broad overview is available and quantitative evaluation is both general and analytical. With a
sufficient amount of warranties in relation to the issue, quantitative method could helps the
research save money and time.

The study will collect data from at least 30 responses from 3 companies: Construction joint stock
company (Vinaconex), Hanoi housing development and investment corporation (HANDICO)
and Hanoi civil construction investment joint stock company (HCCI). Non-Probability Sampling
method is used in the research. Its advantages are cost savings, simplifying access to
several types of response; minimizing the number of persons to contact for the answer form
directly due to limited time and contacts in three companies.

With questionnaire, the previous studies have been cited to confirm the reliability and have few
different to fit the construction industry. The training and promotion opportunities factor were
created base on Jaseel (2019), Anangwe, M. (2016), Zafar, A. (2015). The second factor
compensation and benefit was based on Humaid, H. B. (2018). And the last factor supervisor
support were contributed base on Anangwe, M. (2016) and Zafar, A. (2015). The survey
questionnaire will be developed for the respondents in Google form and translated into
Vietnamese. This will allow executives and human resources managers in three organizations to
distribute the questionnaire through email to people involved in talent management in the firms,
who may then send the questionnaire.

In three weeks, the survey received 34 answers. The research will clean the data on the basis of
criteria: responses on the key questions blank. There are 4 out of 34 responses were invalid. This
research uses a descriptive statistical analysis procedure, because it reduces a significant quantity
of data into a single summary table with four values the analysis of information are Min, Max,
Mean and SD.

6
Survey questionnaire: https://forms.gle/tsibsM6TjB8zaMBK6
Raw data:
https://docs.google.com/spreadsheets/d/12Lhe5zCSmcOexV3eDk0mdRXq3lrf1CtbnE_3TI_zIT
Y/edit?usp=sharing

7
Main findings and discussion
Characteristic Frequency Percentage
Male 14 46,7 %
Gender
Female 16 53,3%
20 – 30 years old 6 20%
31 – 40 years old 6 20%
Age group
41 – 50 years old 15 50%
Over 51 years old 3 10%
Vinaconex 11 36,7%
Company HANDICO 12 40%
HCCI 7 23,3%
Director / Vice Director 4 13,3%
Position Head of Department 10 33,3%
HR Manager 16 53,3%
1 – 3 years 5 16,7%
Work experience 4 – 7 years 14 46,7%
More than 8 years 11 36,7%
1 – 3 years 13 43,3%
Work experience as a manager 4 – 7 years 10 33,3%
More than 8 years 7 23,3%
Table 1: Demographic data

Table 1 summarizes demographic data of three construction companies. 16 of them are women
managers out of 30 respondents (53.3%), while men are 14 persons (46.7%). The number shows
that women who work in management and management of resources is higher than men. Apart
from the ratio between sexes, the two age groups surveyed have the same number of participants
as "20-30" (20%) and "31-40%" (20%), in which "41-50" has half of the responses and just
only three participants are aged "over 51 years". It shows that middle-aged people are more
appreciated for management positions than others. A table also shows management positions in
the construction industry in Hanoi, including director and vice director, head of department and
Human Resources Manager of three companies. More than a half of the respondents work in the
human resources management department, the management levels head of department accounted
for one third of the respondents and there are four directors and vice directors in three
companies. Along with positions, the working time of participants is shown through three groups
of experience are 1 - 3 years, 4 - 7 years and over 8 years. The information particularly indicates
that almost half of the participants in this study have 4 – 7 years of experience in the construction
sector (46.7%) and vice versa, those who already have experience working in the current
company at least 1 - 3 years (16,7%). In addition, the results provided the highest number of

8
 participants with 1 – 3 years of management experience (43,3%), 4 – 7 years with 10% and
management experts more than 8 years (46.7%).

No Vaiable name N Mean Sd Min Max

1 Training and promotion opportunities 30 3.96 1.04 2.16 5

I give many opportunities for employees to develop themselves 30 4.26 0.69 3 5

I create promotion opportunities for qualified employee 30 4.1 1.06 2 5

The training program help employees to increase the productivity 30 3.86 1.1 2 5

The company provides employees specific position training 30 3.56 1.22 2 5

The training program is always linked with employee career

30 3.9 1.15 2 5
development/growth

The company recognise employee’s work and give them rewards 30 4.06 1.04 2 5

2 Compensation and benefits 30 4.18 0.71 2 5

Your employees have rewards which conform with their contribute 30 4.5 0.5 4 5

The company has competitive compensation system compared to other

30 3.96 0.8 2 5
organizations in the same industry

The company has competitive compensation system compared to other

30 4.1 0.84 2 5
employees in the same company
3 Supervisor support 30 3.21 1.15 1.75 5

There are no barriers of communication while employees are communicating

30 3.06 1.04 2 5
with supervisor

Your employees are happy about their supervisor 30 2.63 1.29 1 5

Supervisor is at employees disposal when they are facing professional

30 3.33 1.12 2 5
difficulty

Supervisor provide adequate support and resources to meet objectives 30 3.83 1.16 2 5

Table 2: Factors affect talent retetion

The table of factors that affect retaining talent shows the minimum, maximum, mean and
standard deviation values on the scale from 1 to 5 from with 1 (strongly disagree), 2 (disagree), 3
(neutral), 4 (agree), 5 (strongly argee). According to table 2, the average mean variable of two
factors are training and promotion (1) and supervisor support (3) was 3.96 and 3.21, respectively,

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which lower than the other factor (4.18). Therefore, these two factors ars considered the
challenge for talent retetion in the three companies, and hypothesis H1, H3 is confirmed.
With factor (1), it could clearly seen that the statement “The company provides employees
specific position training” had the smallest value in factor (1), which was 3.56. Management's
lack of attention to the specific position training of talents is the main factor leading to the lack
of training opportunities of talented people. The variable had a standard deviation of 1.04 then
training and promotion opportunities fluctuated around the mean and were homogenous among
responses. And this problem mostly came from HANDICO companies, there were 7 of 12
managers from these companies chose option “disagree” for the question.
The variable compensation and benefits had a mean value of 4.18. So that compensation and
benefits is not considered a challenge to talent retention in construction companies, and
hypothesis H2 is not supported. The variable had a standard deviation of 0.71, which was the
smallest standard deviation value.
In table 2, the standard deviation value of supervisor support variable had standard deviation
which was 1.15. Which means the responses on the affect of these factors on talent retetion were
more scattered around the mean and had lower homogeneity than other challenge. The variable
had the lowest mean value was 2.63 of “Your employees are happy about their supervisor” from
factor (3). These number shows that the supervisors in the company did not fulfill theirs
responsibilities and received a lot of negative feedback. Specially, managers from HCCI most
select “disagree” and “strongly disagree”. Therefore, given the essential function of supervisors
as organizational agents, the support of the supervisor has been identified as the most essential
source of job-based support for stress reduction and good attitudes and behaviour. Moreover,
employees who are supported by a high supervisor are likely to be highly performing as they
have the resources to do their jobs. In addition, employees with high-level supervisor support
tend to make an attempt to carry out their duties, in exchange for the advantages supplied by
their superviors.
Overall, the results are homogeneous, no substantial polarization is seen within the gathered data.
H2 is not supported in the literature study and is not true in construction firms, where
remuneration and benefits do not have a significant impact on the three research enterprises. On
the other hand, Zafar, A. (2015) research really supports the impact of supervisor support on the
retention of talents which is a major concern for construction supervisor. Because the

10
construction industry manager might be office manager and construction site manager. That is
the reason why supervisors are impacted.

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Conclusion
To summarize, the aims of the research is to investigate the major challenges and obstacles

facing managers in the company in Hanoi, in the case of Vinaconex, HANDICO and HCCI

Construction company. Therefore, the study results are that training and promotion opportunities

are challenges to talent retention, while compensation and benefits are not supported.

There are limitations in this research article, this study considers just few aspects in supervisory

assistance. In order to grasp the most relevant factors at a more general level, the sample size of

the study is modest and should be enlarged.

In future, other characteristics like as contentment with the workplace, incentives, empowerment

or organizational commitments should be highlighted. The right guidelines should be provided to

meet the aims and the performance of talents in order to succeed in attaining the goals or

objectives, as it impact the retention of talents in any firm.

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Project reflection

While it was originally difficult to plan this paper, this problem was solved with the help of
effective instructors.  Because of the Covid-19, making surveys is a bit difficult, and participants
have limited time to conduct surveys. In addition, the school employs online learning as a
consequence of Covid-19, which limits the contact of instructors and students. It takes a long
time to interact through Microsoft team or email. I learnt a lot about how to perform professional
research via this assignment. The logbooks were finished and submitted on schedule. This
research helps me identify my power by establishing a strategy, design structure, and using
computer tools skillfully. I performed an outstanding job in generating a thorough strategy for
my project including WBS and Gantt charts. I also feel I have a strong point in contacting people
actively during the project. I have little experience of descriptive statistical analysis throughout
the implementation phase, however, which prevents me from using sophisticated methods of data
analysis in the research process. In order to predict and handle problems that may arise in the
future, I have learnt that a risk management plan is needed beforehand. This project allows me to
obtain basic research knowledge. More research will be needed in future courses and careers.

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References

1. Williams, M. (2000). The war for talent: getting the best from the best. London: Institute
Of Personnel And Development.
2. Tansley, C., Harris, L., Stewart, J., & Turner, P. (2006). Talent management:
Understanding the dimensions. Change Agenda. London: Chartered Institute of
Personneland Development.
3. Schweyer, A. (2004). Talent Management Systems: Best practices in Technology
Solutions for Recruitment, Retention and Workforce Planning. NJ: John Wiley & Sons.
4. Kesler, G. C. (2002). Why the leadership bench never gets deeper: Ten insights about
executive talent development. Human Resource Planning, 25, 32−44.
5. Pascal, C. (2004). Foreword. In A. Schweyer (Ed.), Talent management systems: Best
practices in technology solutions for recruitment, retention, and workforce planning.
Canada: Wiley.
6. Jackson, S. E., & Schuler, R. S. (1990). Human resource planning: Challenges for
industrial/organizational psychologists. American Psychologist, 45(2), 223−239.
7. Rothwell, W. J. (1994). Effective succession planning: Ensuring leadership continuity
and building talent from within. New York: Amacom.
8. Tafti, M., Mahmoudsalehi, M., Amiri, M. (2017). Critical success factors, challenges
and obstacles in talent management. Industrial and Commercial Training, 49(1) 15-21.
9. Bean, B. (n.d.). How Does Compensation Affect Employee Retention? [Online].
Available at: https://smallbusiness.chron.com/compensation-affect-employee-retention-
61399.html [Accessed: 16 May, 2021].
10. Hassan, W., Razi, A., Qamar, R., Jaffir, R. & Suhail, S. (2013). The Effect of Training on
Employee Retention. Global Journal of Management and Business Research
Administration and Management, 13(1).
11. Suifan, T. S., Diab, H., & Abdallah, A. B. (2017). Does organizational justice affect
turnover intention in a developing country? The mediating role of job satisfaction and
organizational commitment. Journal of Management Development, 36(9), 1137–1148.
12. Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L. and Rhoades, L.
(2002), Perceived Supervisor Support: Contributions to Perceived Organizational

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 Support and Employee Retention. Journal of Applied Psychology, 87(3), 565-573.
13. Juneja, P. (2020). Challenges in Employee Retention [Online]. Available at:
https://www.managementstudyguide.com/challanges-in-employee-retention.htm
[Accessed: 26 May, 2021].
14. Jaseel, 2019. Impact Of Training And Development On Employee Retention Of The Sales
Team In Vodafone At United Kingdom. MBA, 88-91.
https://esource.dbs.ie/bitstream/handle/10788/3813/mba_jaseel_2019.pdf?
sequence=1&isAllowed=y
15. Anangwe, M., 2016. Factors affecting employee retention in public organizations
Inkenya, p.60.
https://www.academia.edu/25856538/
FACTORS_AFFECTING_EMPLOYEE_RETENTION_IN_PUBLIC_ORGANIZATIO
NS_IN_KENYA_A_CASE_OF_THE_SUPREME_COURT_OF_KENYA
16. Zafar, A., 2015. The Consequences of Supervisory Support on Employee Retention in
Rawalpindi, Pakistan. Army Public College of Management Sciences, 5(13), 4-5.
https://core.ac.uk/download/pdf/234682456.pdf
17. Humaid, H. B., 2018. Talent Management and Organizational Performance: The
Mediating Role of Employee Engagement, p.135-137.
https://library.iugaza.edu.ps/thesis/124495.pdf

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Appendix
Survey questionnaire: https://forms.gle/tsibsM6TjB8zaMBK6
Raw data:
https://docs.google.com/spreadsheets/d/12Lhe5zCSmcOexV3eDk0mdRXq3lrf1CtbnE_3TI_zIT
Y/edit?usp=sharing

Hello, I'm Nguyen Tra My, currently a 2nd year student at International Bachelor Degree
IBD@NEU. The purpose of this survey is to collect data on the challenges facing the
construction industry in Hanoi in retaining talent. All information collected in this survey is for
research purposes only.

Xin chào, tôi là Nguyễn Trà My hiện là sinh viên năm 2 Viện đào tạo quốc tế IBD@NEU. Mục
đích của bài khảo sát này nhằm thu thập dữ liệu về những thách thức mà ngành xây dựng trên địa
bàn Hà Nội phải đối mặt trong vấn đề giữ chân chân tài. Tôi đảm bảo rằng tất cả thông tin được
thu thập trong bài khảo sát này chỉ phục vụ cho mục đích nghiên cứu.

Section A: Demographic Data / Phần A: Dữ liệu nhân khẩu

1. What is your gender? / Giới tính của anh chị là gì?
 Male / Nam
 Female / Nữ
2. How old are you? / Nhóm tuổi của anh chị là gì?
 20 – 30 years old / tuổi
 31 – 40 years old / tuổi
 41 – 50 years old / tuổi
 Over 51 years old / tuổi
3. What is your company? / Anh chị hiện đang làm việc cho công ty nào?
 Vinaconex
 HANDICO
 HCCI
4. What is your position? / Vị trí hiện tại của anh chị trong công ty là gì?
 Director / Vice Director / Giám đốc / Phó giám đốc

16
  Head of Department / Trưởng phòng
 HR Manager / Quản lý nhân sự
 Other / Khác
5. How long have you work in your current company? / Anh chị đã có bao nhiêu năm kinh
nghiệm ở công ty hiện tại?
 1 – 3 years / 1 – 3 năm
 4 – 7 years / 4 – 7 năm
 More than 8 years / 8 năm trở lên
6. How many years of management experience do you have? (not necessary in your current
company) / Anh chị đã có bao nhiêu năm kinh nghiệm ở vị trí hiện tại?
 1 – 3 years / 1 – 3 năm
 4 – 7 years / 4 – 7 năm
 More than 8 years / 8 năm trở lên

Section B: Talent in the company / Phần B: Nhân tài trong công ty

1. Does your company have a definition about talent? / Công ty anh chị có định nghĩa về
nhân tài không?
 Yes / Có
 No / Không
1.1. If yes, how does your company indentify talent? / Nếu có, công ty anh chị định
nghĩa nhân tài như thế nào?
 Person with extraordinary skills / Người có kĩ năng vượt trội
 Person with high-performance and high-potential / Người có hiệu suất làm việc
cao
 Other / Khác
1.2. How important of the importance of talented employee in the company? / Theo
anh chị việc có nhân tài trong công ty có quan trọng không?
 1 (Very Unimportant)
 2 (Unimportant)
 3 (Neutral)
 4 (Important)

17
  5 (Very Important)
2. Why talented employee is important / unimportant in your company? / Anh chị nghĩa vì
sao nhân tài lại không quan trọng / rất quan trọng trong công ty?
Short answer / Câu trả lời ngắn:

Section C: Factors affect talent retention / Phần C: Những nhân tố ảnh hưởng đến việc giữ
chân nhân tài trong công ty
On the scale from 1 to 5 / Anh chị hãy đánh giá trên thang điểm từ 1 đến 5
(1) = Strongly Disagree / Rất không đồng ý
(2) = Disagree / Không đồng ý
(3) = Neutral / Trung lập
(4) = Agree / Đồng ý
(5) = Strongly Agree / Rất đồng ý

Factors / Nhân tố 1 2 3 4 5
I. Training and promotion opportunities
Cơ hội đào tạo và thăng tiến
1. I give many opportunities for employees to develop themselves
Tôi tạo nhiều cơ hội cho nhân viên để phát triển bản thân họ Jaseel
2. I create promotion opportunities for qualified employee (2019)
Tôi tạo nhiều cơ hội thăng tiến cho những người có năng lực
3. The training program help employees to increase the
productivity
Chương trình đào tạo giúp nhân viên tăng hiệu suất làm việc
4. The company provides employees specific position training
Công ty đạo tạo cho nhân viên theo từng vị trí
5. The training program is always linked with employee career Anangwe, M.
development/growth (2016)
Chương trình đào tạo luôn gắn liền với sự phát triển nghề
nghiệp của nhân viên
6. The company recognise employee’s work and give them Zafar, A.

18
 rewards (2015)
Công ty công nhận thành quả của nhân viên và thưởng cho họ
II. Compensation and benefits
Lương thưởng và phúc lợi
1. Your employees have rewards which conform with their
contribute Humaid, H.
Lương thưởng của nhân viên tương ứng với sự đóng góp của họ B. (2018)
2. The company has competitive compensation system compared
to other organizations in the same industry
Công ty có chế độ đãi ngộ cạnh tranh so với các tổ chức cùng
ngành
3. The company has competitive compensation system compared
to other employees in the same company
Công ty có chế độ đãi ngộ cạnh tranh so với các nhân viên khác
trong cùng công ty
III. Supervisor support
Sự hỗ trợ của người giám sát
1. There are no barriers of communication while employees are Anangwe, M.
communicating with supervisor (2016)
Không có rào cản giao tiếp trong khi nhân viên đang giao tiếp
với người giám sát
2. Your employees are happy about their supervisor
Nhân viên của bạn hài lòng về người giám sát Zafar, A.
3. Supervisor is at employees disposal when they are facing (2015)
professional difficulty
Người giám sát có quyền sử dụng nhân viên khi họ gặp khó
khăn về chuyên môn
4. Supervisor provide adequate support and resources to meet
objectives
Người giám sát cung cấp hỗ trợ và nguồn lực đầy đủ để đáp
ứng các mục tiêu

19
No Vaiable name N Mean Sd Min Max
1 Training and promotion opportunities 30 3.96 1.04 2.16 5

I give many opportunities for employees to develop themselves 30 4.26 0.69 3 5

I create promotion opportunities for qualified employee 30 4.1 1.06 2 5

The training program help employees to increase the productivity 30 3.86 1.1 2 5

The company provides employees specific position training 30 3.56 1.22 2 5

The training program is always linked with employee career

30 3.9 1.15 2 5
development/growth

The company recognise employee’s work and give them rewards 30 4.06 1.04 2 5

2 Compensation and benefits 30 4.18 0.71 2 5

Your employees have rewards which conform with their contribute 30 4.5 0.5 4 5

The company has competitive compensation system compared to other

30 3.96 0.8 2 5
organizations in the same industry

The company has competitive compensation system compared to other

30 4.1 0.84 2 5
employees in the same company
3 Supervisor support 30 3.21 1.15 1.75 5

There are no barriers of communication while employees are communicating

30 3.06 1.04 2 5
with supervisor

Your employees are happy about their supervisor 30 2.63 1.29 1 5

Supervisor is at employees disposal when they are facing 20

professional
30 3.33 1.12 2 5
difficulty

Supervisor provide adequate support and resources to meet objectives 30 3.83 1.16 2 5