Career mentoring in context: A multilevel study on differentiated career mentoring and career mentoring climate

Abstract

This study explores how supervisor career mentoring contributes to contemporary organizational career development, which strives to foster employees' promotability while strengthening their intention to stay. Specifically, we focus on the implications of career mentoring in team contexts. Applying a multilevel framework, we distinguish between individual‐level differentiated mentoring (i.e., an employee's mentoring perceptions as compared to those of other team members) and group‐level career mentoring climate (i.e., the average perception across all group members). In a workplace setting, we collected data from vocational job starters (N ranged from 230 to 290) and their company supervisors (N ranged from 56 to 68). We find that career mentoring climate positively relates to promotability, more so than differentiated career mentoring. Both career mentoring climate and differentiated career mentoring are positively related to the intention to stay. At the individual level, this relationship is mediated by job satisfaction. We discuss theoretical and practical implications of differentiated and group‐level mentoring.

Effects of perceived overqualification on career distress and career planning: Mediating role of career identity and moderating role of leader humility

“…Considering the moderating effect of leader humility, our findings suggest that by being humble, managers can improve the effects of perceived overqualification, even if they cannot make structural changes to employees' jobs. This finding is consistent with the view that HRM should aim to facilitate favorable exchange processes between employees and the organization (Van Vianen, Rosenauer, Homan, Horstmeier, & Voelpel, 2018).…”

How Do Career Aspirations Benefit Organizations? The Mediating Roles of the Proactive and Relational Aspects of Contemporary Work

“…Moreover, we also demonstrate that, although employees develop different types of relationships to achieve different career goals, such relationships appear to involve a more unified role for achieving positive organizational outcomes. Consistent with recent work on career relationships ( Van Vianen et al, 2018 ), we thus show that it is worthwhile to focus on examining the effects of career relationships at distinguished organizational levels (i.e., individual and organization levels).…”

Exploring the Determinants of Becoming a Mentor in Turkish Organizations

“…Mentoring is a mutual relationship where both parties benefit in terms of learning. The exchange of the knowledge and learning is considered as the motive for the mentor as well (Dong, Jun, Ho Kwong, & Yina, 2009;Eby & Lockwood, 2005;Fletcher & Ragins, 2007;Van Vianen, Rosenauer, Homan, Horstmeier, & Voelpel, 2018). Brown, Nesse, Vinokur, and Smith (2003) suggested that the engagement for the mentor is twofold.…”