2016
DOI: 10.13065/jksdh.2016.16.01.69
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Effect of mentoring function on job satisfaction, organization commitment, and turnover intention in the newly employed dental hygienists

Abstract: Objectives:The objective of this study was to examine the effect of mentoring function on job satisfaction, organization commitment, and turnover intention in the newly employed dental hygienists. Methods: Two hundred and fourteen dental hygienists in Daegu and Gyeongbuk completed a self-reported questionnaire from January to May 2013. The instrument for the questionnaire consisted of mentoring function, mentoring personality, job satisfaction, organizational commitment, and turnover intention. The data were a… Show more

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Cited by 4 publications
(3 citation statements)
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“…Furthermore, their personal capabilities were strengthened through mentorship-based job education, leading to increased job authority and autonomy. Therefore, for clinical dental hygienists, organizational support at the managerial level, such as mentoring systems between supervisors and colleagues, is necessary to enhance job resources 29) .…”
Section: Key Results and Comparisonmentioning
confidence: 99%
“…Furthermore, their personal capabilities were strengthened through mentorship-based job education, leading to increased job authority and autonomy. Therefore, for clinical dental hygienists, organizational support at the managerial level, such as mentoring systems between supervisors and colleagues, is necessary to enhance job resources 29) .…”
Section: Key Results and Comparisonmentioning
confidence: 99%
“…Other research results have shown that mentoring causes a reduction in job stress and has significant impacts on improving job satisfaction (Kim et al, 2015;Lo et al, 2014;Robinson & Reio, 2012). Additionally, it increases work engagement and organization commitment (Illies & Reiter-Palmon, 2018) and reduces the rate of turnover in employees (Yun et al, 2016).…”
mentioning
confidence: 99%
“…In particular, researchers have highlighted the positive effects of mentoring on increasing the level of self-efficacy (Lejonberg & Tiplic, 2016); job success and development (Doran et al, 2018;Jyoti & Sharma, 2015;Parsa et al, 2016); professional and personal growth of South-West University "Neofit Rilski" Psychological Thought 2021, Vol. 14(2), 527-551 https://doi.org/10.37708/psyct.v14i2.552 employees, raising skill levels and improving employee attitudes (Nkomo et al, 2017); organizational learning (Simmonds & ZammitLupi, 2010); increasing job satisfaction (Eby et al, 2013;Jyoti & Sharma, 2015;Hatam et al, 2017;Kim et al, 2015;Yun et al, 2016); reducing work-related stresses (Kim et al, 2015;Tewari & Sharma, 2014;Lankau et al, 2006); reducing organization turnover rate (Kim et al, 2015;Lejonberg & Tiplic, 2016;Park et al, 2016;Yun et al, 2016); organizational commitment (Kim, 2014); perceived organizational support (Dawley et al, 2010); and increasing work engagement (Young & Perrewe, 2000). Morton (2016) maintained that experiential learning and transfer of knowledge that takes place through mentoring process can help developing employees' organizational growth, increase efficiency and job satisfaction, and reduce job stress.…”
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confidence: 99%