Framing the mentoring relationship as an information exchange

Mullen, Ellen J.

doi:10.1016/1053-4822(94)90015-9

Cited by 159 publications

(129 citation statements)

References 47 publications

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“…Therefore, mentoring acts as a vital HR intervention to support Gen Y employees' development. To achieve this purpose, mentors have consistent social interactions with mentees involving information exchange pertaining to their professional experiences, best practices, their work failures and understanding of organisational working climate (Mullen, 1994). Such interactions in turn, encourage mentees to discuss openly about their difficulties, ask questions, and seek clarity and motivating them to take risks.…”

Section: Mentoring and Competency Developmentmentioning

confidence: 99%

Mentoring, social media, and Gen Y employees' intention to stay: towards a conceptual model

Naim

Lenka

2017

IJBSR

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Abstract:In the present competitive business environment, organisations are far more focusing on their employees. The workforce is undergoing tremendous transformation characterised by the influx of Gen Y employees, making them the significant segment of the workforce. However, they are inherently different in attitude and work ethics from their predecessors, and have a strong tendency to switch jobs frequently. Thus, it is imperative to effectively retain this generation for organisational sustainability. Therefore, this study aims to explore certain human resource interventions for the retention of Gen Y employees. Furthermore, consistent with the extant literature, this study presents a conceptual model integrating mentoring and social media to retain Gen Y employees. The conceptual model is significant for scholars as well as professionals. It provides useful insights to assist management in bolstering the retention rates among Gen Y employees. Future avenues of research are also recommended thereafter.

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Section: Mentoring and Competency Developmentmentioning

confidence: 99%

Mentoring, social media, and Gen Y employees' intention to stay: towards a conceptual model

Naim

Lenka

2017

IJBSR

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“…According to Noe (1988) and Mullen and Noe (1999),the mentoring relationship offers the manager (mentor) improved job performance, career success and revitalization, recognition by others, a loyal base of support from the mentee and a sense of personal fulfillment and satisfaction. It also affords the mentor the exposure to new ideas and technologies while developing new professional and organizational contacts.…”

Section: Developmental Benefits Of (Formal) Mentoringmentioning

confidence: 99%

Establishing Effective Mentoring Culture among Professional University Administrators in Nigeria

Popoola¹,

Adesopo²,

Ajayi³

2013

PAR

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The university administration is expected to provide the enabling environment and the material facilities to research, teach or disseminate it, and preserve it. The implementation of policies towards achieving these rests on the administrative support machinery provided by the Registry Department, with the leading roles played by the class of group referred to in this work as professional administrators. The administrative system is strained partly because the university management has failed in its strategic planning efforts by not putting in place processes of succession plan that will ensure transfer of the relevant skills and knowledge, by a way of mentoring, necessary for success of the system in terms of continuity, survival and progress. This paper looked at the culture of mentoring among the university professional administrators by placing emphasis on how strategic it is in making professional administrators' cadre effective to take responsibility for the administration of the university and more importantly for succession planning. This is with particular attention being drawn to the culture of mentoring among them, the areas where mentoring is required, what it would involve to initiate it, and what the developmental benefits of (formal) mentoring are.

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“…Some studies have confirmed Kram's concerns about formal mentoring, which may lead to mentor-protégé mismatch, uncomfortable relationships with minimal communication (Mullen, 1994), and increased protégé turnover and stress (Eby & Allen, 2002). Informal mentorships seem to produce socialization and training that increase the protégé's ability to communicate with superiors (Tepper, 1995) and increase the frequency of communication with mentors (Fagenson-Eland et al, 1997).…”

Section: Formal Mentoringmentioning

confidence: 99%

Mentoring and network ties

Feeney

Bozeman

2008

Human Relations

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Using questionnaire data obtained from a sample of state government managers, our study examines social capital foci (network ties) of mentoring relations. Others have shown that network ties are relevant to career development and advance. We begin with the assumption that enhanced network ties are generally beneficial. We investigate variation in mentorships, which enhance network ties within the focal organization and within organizations external to the focal organization. We examine a number of factors hypothesized as shaping the relationship between mentoring and the development of network ties, including attributes of the protégé and of the mentoring relationship. Our results show that the sex of the protégé and of the mentor does not affect the quantity of network ties conveyed. However, relationships in which protégé and mentor sex is matched provide more network ties. Counter to our expectations, there is no significant difference in the amount and focus of network ties accruing from formal, organizationally sanctioned mentoring and informal mentoring.

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Framing the mentoring relationship as an information exchange

Cited by 159 publications

References 47 publications

Mentoring, social media, and Gen Y employees' intention to stay: towards a conceptual model

Mentoring, social media, and Gen Y employees' intention to stay: towards a conceptual model

Establishing Effective Mentoring Culture among Professional University Administrators in Nigeria

Mentoring and network ties

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