Dysfunctional Mentoring

Wood, Penny; Leck, Joanne

doi:10.18848/1447-9532/cgp/v08i04/39618

Cited by 2 publications

(2 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Many studies have demonstrated the importance of mentoring for higher salaries, promotions, work performance, new career roles, career mobility, and enhanced skill development (Burke, Mckeen & Mckenna, 1994;Day & Allen, 2004;Douglas, 1997;Dreher & Cox, 1996;Ehrich & Hansford, 1999;Emmerick, Baugh & Euwema, 2005;Ensher & Murphy, 2011;Fagenson, 1989;Wood & Leck, 2008). Organizational outcomes improved by mentoring include job satisfaction and organizational commitment (Barker, Monks, & Buckley, 1999), advancement speed (Allen, Poteet, Eby, Lentz, & Lima, 2004;Eby, Allen, Evans, Ng, & DuBois, 2008;Underhill, 2006), employee retention, internal communication, and organizational culture (Douglas, 1997;Ehrich & Hansford, 1999;Ensher & Murphy, 2011;Perren, 2003).…”

Section: Mentoringmentioning

confidence: 99%

E-mentoring: A Model and Review of the Literature

Neely¹,

Cotton²,

Neely³

2017

THCI

View full text Add to dashboard Cite

Abstract:With the growth of technology and greater use of virtual teams, organizations have increasingly begun to use ementoring for socializing, training, and developing individual employees via technology. Despite the growing importance of e-mentoring, relatively little research has examined its process or effectiveness. Therefore, we: 1) provide a framework for understanding the e-mentoring process, 2) review the e-mentoring literature, and 3) present hypotheses to generate additional research on e-mentoring. As technology develops, the use of e-mentoring and, thus, the need to better understand it will grow.

show abstract

Section: Mentoringmentioning

confidence: 99%

E-mentoring: A Model and Review of the Literature

Neely¹,

Cotton²,

Neely³

2017

THCI

View full text Add to dashboard Cite

show abstract

“…Mentorship eases socialization and acculturation of new employees [14] and expands social and professional networks [9]. At the firm level, mentoring increases job satisfaction, organizational commitment, and employee retention [16]. Whereas similar benefits are expected to accrue for information technology (IT) professionals, the benefits of mentoring in such individuals has only been examined as a peripheral issue.…”

Section: Introductionmentioning

confidence: 99%

The Impact of E-Mentoring on Information Technology Professionals

Cotton

Adya

2018

Proceedings of the 2018 ACM SIGMIS Conference on Computers and People Research

View full text Add to dashboard Cite

Our research examines the impact of virtual mentoring, or E-mentoring. We surveyed 133 IT professionals as to their experiences as protégés. We asked them about their mentoring relationships, as well as job and career outcomes, and the extent to which they interacted with the mentor virtually. We predicted that E-mentoring would lead to less effective mentoring relationships, less mentoring satisfaction, and lower career outcomes, and that these effects would be moderated by age (millennial protégés versus older protégés). We found few effects, other than lower satisfaction with E-mentoring relationships. The results suggest that E-mentoring can be as effective as face-to-face mentoring. However, few in our sample had completely virtual mentoring relationships, so it may still be possible that E-mentoring with almost no face-to-face interaction may be less effective.

show abstract

Dysfunctional Mentoring

Cited by 2 publications

References 0 publications

E-mentoring: A Model and Review of the Literature

E-mentoring: A Model and Review of the Literature

The Impact of E-Mentoring on Information Technology Professionals

Contact Info

Product

Resources

About