Mentorship: A Career Training and Development Tool

Hunt, David M.; Michael, Carol

doi:10.2307/257836

Cited by 242 publications

(217 citation statements)

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“…Socio-economic (Evans 1975 (Kram 1985 (Stewart 1976;Whitely 1985), whereas Child and Ellis (1973) found that professional or staff positions focus more on lateral workflow relationships. Professionals may also evaluate career success in terms of occupational contribution more than in terms of criteria associated with managerial positions (Hunt and Michael 1983;Thompson 1976). Considerations such as these may account for line prot6g~s having greater general satisfaction than staff prot6g6s, but no differences in career satisfaction in the subsequent regression results (see Table 2).…”

Section: Introductionmentioning

confidence: 99%

The Relationship of Career Mentoring to Early Career Outcomes

Whitely

Coetsier

1993

Organization Studies

125

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Section: Introductionmentioning

confidence: 99%

The Relationship of Career Mentoring to Early Career Outcomes

Whitely

Coetsier

1993

Organization Studies

125

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“…Supervisory mentoring is a transformational activity involving a mutual commitment by mentor and protégé to the latter's long-term development , as a personal , extra-organizational investment in the protégé by the mentor, and as the changing of the protégé by the mentor, accomplished by the sharing of values, knowledge, experience and so-forth (1994:1589 cited from Hunt andMicheal,1983 andKram, 1985).…”

Section: Terri a Scandura And Chester A Schriesheimmentioning

confidence: 99%

“…A mentor can be defined as an individual with greater or equal career experience than his or her protégé and who can provide vocational, psychosocial, or role-modelling support (2002:1407 cited Hunt and Michael, 1983;Ragins, 1989).…”

Section: Ensher Grant-vallone and Marelichmentioning

confidence: 99%

Garden of mentorig: revisiting mentoring in entrepreneurial sense

Ergün¹,

Teraman²

2016

Pressacademia

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For many years, mentoring has been used as the influential career development tool in organizations. From a wider perspectiv e, mentoring is perceived as a way of people development by helping individuals to achieve something meaningful in their lives. However, due to proliferation of entrepreneurial initiatives, now it is not only scrutinized from an intra-organizational perspective, but also it is considered a tool for self-employed development. Therefore, new area for cultivation in the garden of mentoring has emerged: Entrepreneurial Mentoring. Although, its multi-faceted development effect for new ventures is accepted, mentoring is not highly discussed topic in entrepreneurship literature to the best of our knowledge Mathieu, 2015, St-Jean and Audet,2009). Hence, this conceptual study mainly deals with definitional issues, roots of mentoring and how mentoring evolves from career development towards entrepreneurial development perspective. The concern is offering some insights about multiple roles of mentoring, especially for new-start ventures as a supportive mechanism in their entrepreneurial journey.

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“…Mentoring has many benefits, such as reducing cognitive stresses and emotional exhaustion (Thomas and Lankau, 2009), which results in greater productivity (Scandura, 1992), higher job satisfaction (Hunt and Michael, 1983;Kram, 1985), greater career satisfaction (Fagenson, 1989;Koberg et al, 1994), development of technical, interpersonal n-Culturals, the Next Cross-Cultural Challenge 6 and political skills (Hunt and Michael, 1983;Kram, 1983Kram, , 1985, lower turnover intentions (Scandura and Viator, 1994), and higher retention rates. Importantly, all of the above benefits can positively impact an organization's level of profitability (Nahorney, 1994).…”

Section: Multicultural Mentoringmentioning

confidence: 99%

n-Culturals, the next cross-cultural challenge

Pekerti

Moeller

Thomas

et al. 2014

Int'l Jnl of Cross Cultural Management

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This article advances current conceptualizations of multicultural identities by identifying constituent elements of multicultural identity as knowledge, identification, internalization and commitment. This new conceptualization is labeled n-Culturalism, and posits that there are individuals who operate at the intersection of multiple cultures by maintaining salience of their multiple cultural identities. We illustrate that n-Culturals are assets to organizations because they are creative synthesizers that are able to facilitate organizational goals, and can also serve as models for others who are struggling in a multicultural environment. This article provides some solutions to managing multicultural challenges in organizations, such as conflicting values and identities. It also offers solutions on how individuals and organizations can leverage their identities in relation to the multiculturalism continuum to achieve desired workplace outcomes. Further, we introduce the Multicultural Mentor Modeling Program for organizations, which, if implemented, can help struggling multiculturals to address challenges in their social cognition, and to develop appropriate and effective behaviors in and outside of the workplace.

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Mentorship: A Career Training and Development Tool

Cited by 242 publications

References 0 publications

The Relationship of Career Mentoring to Early Career Outcomes

The Relationship of Career Mentoring to Early Career Outcomes

Garden of mentorig: revisiting mentoring in entrepreneurial sense

n-Culturals, the next cross-cultural challenge

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