Affective Commitment to Organizations: A Comparison Study of Reverse Mentoring Versus Traditional Mentoring Among Millennials

Abstract

This research addressed the high turnover rates among millennial employees. Specifically, it was unknown if millennials who received reverse mentoring had greater affective commitment to the organization than the millennials who had standard mentoring. Quasi-experimental design with two group post-test was conducted. A total of 90 participants (45 per group) completed the survey. The survey was conducted by Qualtrics, an online survey company. The sample population included male and female individuals, born between 1982 and 1998, employed by all types of organizations in the United States and participating in a mentoring program at the time the survey was taken. Affective commitment is greater in the reverse mentoring group (M = 36,683, SE = 0,959) compared to the traditional mentoring group (M = 34,984, SE = 0,959). However, after adjusting the quality of the relationship between Leader-Member Exchange (LMX) and Length and Frequency of Mentoring (LFM), there is no statistically significant difference (p <0,05) between traditional mentoring and reverse mentoring on affective commitment to the organization indicated by F(1,86) = 1,569, p = 0,214.

Engagement, inclusion, knowledge sharing, and talent development: is reverse mentoring a panacea to all? Findings from literature review

“…Few studies have been found to use a mixed-method approach to measure the effectiveness of reverse mentoring (Chen, 2018; Leedahl et al , 2019; Leh, 2005; Porras et al , 2018). The quantitative studies have been mainly descriptive using survey and cross-sectional research designs, quasi-experimental design and regression analysis (Biss and DuFrene, 2006; Chen, 2014, 2015; Hechl, 2017).…”

“…Reverse mentoring has been used traditionally as a social exchange tool to leverage the expertize of generations. For a number of studies on reverse mentoring, we found that the social exchange theory and LMX theory have been used as the theoretical framework in which to ground studies (Chaudhuri and Ghosh, 2012; Flinchbaugh et al , 2018; Gündüz and Akşit, 2018; Hechl, 2017).…”

“…To address this quintessential challenge, many scholars have proffered inter-generational learning (Chaudhuri, S., 2019; Ropes, 2013) as an option to retain the millennials and to engage the boomers. Reverse mentoring, an inverted form of mentoring whereby the seasoned and more experienced workers are paired as mentees with organizational rookies, who are mostly fresh and less experienced as mentors, has become a sought-after intervention to bridge the inter-generational knowledge gap (Chaudhuri and Ghosh, 2012; Hechl, 2017; Murphy, 2012). Reverse mentoring works best when younger, newer and more junior employees in the organization have expertize in one domain (e.g.…”

Gestión millennial en una agencia creativa de la ciudad de Durango

“…Los millennials tienen motivaciones diferentes a las de sus predecesores, esto conduce a los líderes empresariales a replantear sus estrategias de contratación y retención de talento; también otorgan mayor importancia a su vida personal, cambian de puesto o posición en su carrera, cambian de trabajo frecuentemente, el sueldo no es su principal satisfactor y es poco probable que llenan sus expectativas personales a través del trabajo (Forero & Maldonado, 2019;Elgar, 2012); al cambiar de trabajo entre 12 y 18 meses de haber sido contratados, el desafío de su retención se vuelve inusualmente complicado; las investigaciones se centran en diferencias organizacionales, diferencias de edad y de experiencia; el factor común es la sensación de valor, que influye en el compromiso, retención y factores de compromiso afectivo con la organización (Hechl, 2017). Roslik (2018) interpreta a los millennials como una generación bien educada, con confianza en sí misma, con grandes expectativas, con capacidad de trabajar en equipo y trabajar en múltiples tareas, características que los vuelven atractivos para el departamento de recursos humanos; por otro lado, pueden llegar a tener problemas con sus superiores por su tendencia a dar su opinión y señalar aquello que consideren está mal en la organización; la edad y el rango jerárquico no les es relevante, respetan más a aquellas personas que consideran inteligentes (Weber, 2015).…”

Happiness Index for Human Resource Management Practitioners Associated with the Professional Body

“…Affective Commitment: A happiness index dimension that may ultimately enhance employees' loyalty to organizations is known as affective commitment (Abdullah, Ling. & Peng, 2016;Ghaffaripour, 2015;Ha & Ha, 2015;Hechl, 2017;Lambert, Kim, Kelly & Hogan, 2013;Simons & Buitendach, 2013;Toga, Qwabe & Mjoli, 2014). It is suggested that employees who are affectively committed to their organizations are productive, do not take leave on a regular basis, and do not resign from their organizations (Akar, 2018).…”