Improving interpersonal sharing and feedback: the case of media agency in Ho Chi Minh City

Abstract

This research examines the causes and effects of ineffective interpersonal sharing and feedback at I. Agency, a well-recognized media agency operating in Ho Chi Minh City. Internal communication and managerial support efficiency are essential factors that contribute to employee engagement and retention rates, more so within the competitive context of media operations. This research intends to identify the main problem and develop a solution framework for I. Agency. The thesis proceeds by initially verifying two urgent symptoms existing within organizations: High Job-hopping Intention (with 90.5% showing intentions to change jobs) and Ineffective Interpersonal Sharing and Feedback (noted by reduced employee satisfaction scores to 35%). After careful exploration using primary data research and secondary data, it has been identified that Ineffective Support from Management Levels is the primary problem. Further validation also revealed that it is indeed The Limited Connection and Weak Interpersonal Relationships between leaders and employees that are causing the main problem, resulting in no trust or psychological safety. This is also confirmed by Leader-Member Exchange (LMX) Theory, where emphasis is placed on how important it is to improve the equal dualistic relationship. As hypothesized in the LMX Theory, this research postulates that for obtaining long-term growth for I. Agency, a multi-step approach with two consecutive steps needs to be adopted. This will start with Solution 1: 1-on-1 Trust Building Routine (approx. 600 million VND) for the short term to revitalize trust and empathetic communication on an individual basis. Building on this foundation for creating long-term growth for I. Agency, subsequently, on an organizational basis, trust can now be built to expand into Solution 2: Cross-Department Rotation & Collaboration Program (approx. 2 billion VND) for facilitating interdepartmental cooperation on long-term growth for I. Agency, resulting in no less than 20% improvement in its management support satisfaction and also reducing employee turnovers to 10-15% within the next yearly period.