Formal mentoring support, person–environment fit and newcomer's intention to leave

Abstract

PurposeThe purpose of this study is to investigate how and why formal mentoring support reduces newcomers' intention to leave from the perspective of uncertainty reduction theory.Design/methodology/approachTime-lagged data were collected from two sources, mentors and newcomers, and 193 paired data sets were included in the analysis.FindingsThe results showed that formal mentoring support was positively related to newcomers' person–organisation fit (P–O fit) and person–job fit (P–J fit). In addition, P–O fit and P–J fit mediated the relationship between formal mentoring support and newcomers' intention to leave. Moreover, newcomers' uncertainty avoidance orientation strengthened the relationship between formal mentoring support and perception of fit, and it strengthened the indirect effect between formal mentoring support and newcomer's intention to leave, via the perception of fit.Originality/valueThis study enhances our understanding of the underlying mechanism between formal mentoring support and newcomers' intention to leave. Moreover, it demonstrates that uncertainty avoidance orientation is an important boundary condition during the process of organisational socialisation. The findings also contribute to the organisational socialisation and the mentoring literature by providing evidence from a blue-collar sample.

Single-rating, multi-rating 360° performance management and organizational outcomes: evidence from the UAE

“…De Clercq et al (2019a) and Behr (2019) argue that multi-rater 360° PM may be a valuable tool that drives people’s careers through illuminating a manager’s blind spots and provides colleagues an approach to support one’s development. However, it is has been emphasized that “for this tool to be useful, the feedback is kept confidential, respondents are encouraged to be candid and everyone is transparent about the purpose behind the multi-rater 360° PM (El Haddad et al , 2019; Cai et al , 2020 Ghantous, and Maher,2019 ; Jen-Shou, 2019). Moreover, Karkoulian et al (2016) and El Haddad et al (2019 emphasized the significant linear relationship between the multi-rater 360° PM and the sustainable organizational justice regardless of the gender and the managerial level.…”

“…In high power distance culture like the UAE, subordinates lack trust in the whole system of which multi-rater 360° PM that, in turn, promote a credibility gap (Behr, 2019; El Haddad et al , 2019; House et al , 2004; Kwon, 2019; Ward, 1997). In an uncertainty avoidance context like the UAE, the relationship between national identification and perceived discrimination will negatively impact the credibility of multi-rater 360° PM (Cai et al , 2020; Ghantous, and Maher, 2019). It is discussed in the literature that losing the credibility of multi-rater 360° PM will lead to performance appraisal cynicism that, in turn, will anticipate triggering thoughts of organizational exit, pursing ineffective work behaviors and finally leaving the organization (Brown et al , 2020)…”

“…For instance, Jen-Shou (2019) argued that performance evaluation necessitates various controlling impacts on the perception of power distance orientation endorsing the employees’ willingness to participate in organizational activities. For another instance, Cai et al (2020) and Memon et al (2019) argue that performance feedback’s fairness influences new joiners’ perception of uncertainty avoidance orientation.…”

“…Table 9 shows that both uncertainty avoidance and power distance exert a mediation effect on the relationship between the single-rating PM, the multi-rating 360° PM and trust, commitment, job satisfaction and intention to leave (Cai et al , 2020; De Clercq et al , 2019a, 2019b; Ghantous and Maher, 2019; Jen-Shou, 2019). The series of regression equations to test the mediation effect run as per Judd and Kenny (1981).…”

“…PM is an area where cultural sensitivities must be recognized (Ghantous and Maher, 2019). Increased and enhanced organizational and management control mechanisms can be used to reduce environmental uncertainty (Cai et al , 2020). Specific PM Approaches could be used to providing direct and standardized employee monitoring, aligned with focused and responsive feedback (House et al , 2004).…”