The Efficacy of Mentoring – the Benefits for Mentees, Mentors, and Organizations

Tong, Chloé; Kram, Kathy E.

doi:10.1002/9781118326459.ch12

Cited by 21 publications

(28 citation statements)

References 153 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Providing such opportunities is becoming a necessary requirement if organizations hope to attract, retain, and develop high potentials which is especially true in the higher education sector, where competition is growing but resources are dwindling. Researchers to date have clearly articulated the benefits to the mentor and mentee, despite lack of consensus on a universal definition of mentoring (Tong & Kram, 2013). The mentoring field is primed to push mentoring research, practice, and policy forward by focusing on the explicit connection between mentoring and organizational outcomes rather than hypothesize about the implicit connections.…”

Section: Resultsmentioning

confidence: 97%

“…Researchers suggested the importance of mentorships to personal and professional development for both the mentee and mentor (Tong & Kram, 2013). And although researchers are making strides to better account for the perspectives of the mentee (protégé) and mentor, a next step is needed-linking organizational policy/strategy (macro) to individual level programs/policies (micro) and taking action to support these connections.…”

Section: Key Questions and Components For The Development Of Effectivmentioning

confidence: 97%

“…In their chapter, The Efficacy of Mentoring-The Benefits for Mentees, Mentors, and Organizations, Tong and Kram (2013) discussed the paucity of research (or practice) directed at the examination of organizational outcomes of mentoring as compared to past and current efforts toward understanding individual-level outcomes for mentees and mentors. In fact, they noted that research has only hypothesized the benefits of mentoring for organizations.…”

Section: Connecting Individual and Organizational Outcomesmentioning

confidence: 98%

See 2 more Smart Citations

People Strategy in Human Resources: Lessons for Mentoring in Higher Education

Baker

2015

Mentoring & Tutoring: Partnership in Learning

View full text Add to dashboard Cite

In this article, I offer the notion of alignment, a human resources framework, as a conceptual tool for better informing the development of mentoring programming and policy in higher education. Alignment accounts for both individual and organizational factors as means for providing the necessary connections among human resources and organizational policies and outcomes. The three types of alignment: Vertical (connection between people strategy and business goals), horizontal (connection among individual HR policy areas), and implementation (the degree to which action is taken to put the people strategy into effect) have the potential to improve the efficacy of mentorships, the contextual factors that influences them, and the intended outcomes of these relationships.

show abstract

Section: Resultsmentioning

confidence: 97%

Section: Key Questions and Components For The Development Of Effectivmentioning

confidence: 97%

Section: Connecting Individual and Organizational Outcomesmentioning

confidence: 98%

See 1 more Smart Citation

People Strategy in Human Resources: Lessons for Mentoring in Higher Education

Baker

2015

Mentoring & Tutoring: Partnership in Learning

View full text Add to dashboard Cite

show abstract

“…Tong & Kram (2013) summarize that the empirical research indicates mixed empirical findings. Despite this, there are some results related to gender aspects in mentoring tandems that should be given more attention.…”

Section: Gender Composition In Mentoring Tandemsmentioning

confidence: 94%

Productive Energy Cycles in Mentoring Relationships. A Qualitative Investigation

Liebhart¹

2013

German Journal of Human Resource Management: Zeitschrift f&

View full text Add to dashboard Cite

ArticleProductive energy cycles in mentoring relationships: A qualitative investigation Cross-Company Mentoring is an external form of business mentoring across organizational borders. Thereby it is important that the participants are able to quickly get into a high quality developmental relationship to reap the benefits of the learning opportunities. This paper thus focuses on the influence and impact of an essential power, namely the human energy that emerges and flows between two interactive individuals. Based on a study that provides a unique dyadic and qualitative empirical examination of the development of mentoring relationships, the relationship between the perceived energy level of 13 mentoring tandems and their outcomes are examined. The mentoring tandems are classified into high, medium and low-performing tandems. Similarities and differences between these performance groups as well as same-gender and crossgender tandems are worked out. Suggestions for a reflected and successful development of sustainable relationships are made.Produktive Energie-Zyklen in Mentoringbeziehungen. Eine qualitative Studie

show abstract

“…Mentorship is beneficial to both the mentor and mentee, as it helps to increase self-confidence and self-esteem and contributes to defining successful career trajectories (APA, 2006;Garvey & Westlander, 2013;Snowden & Hardy, 2012;Tong & Kram, 2013). Mentorship for new nurses who are moving into clinical practice helps to decrease turnover rates and contributes to increases in personal satisfaction, thus decreasing organizational costs to institutions (Zhang et al, 2016).…”

Section: Mentoring In Graduate Nursing Educationmentioning

confidence: 99%