Mentoring as an Hr Intervention to Engage Gen Y Employees

Naim, Mohammad Faraz; Lenka, Usha

doi:10.20319/pijss.2016.s21.16971715

Cited by 7 publications

(4 citation statements)

References 24 publications

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“…For instance, by improving the employees’ know-how on customers’ expectations, the overall customer experience can be enriched substantially; thereby hotel’s financial performance and service innovative behavior will dramatically rise. Meanwhile, it has been underscored that stimulating the engagement of hospitality workforce is of fundamental significance (Liu et al , 2022), as engaged workforce has a higher likelihood of being productive, enthusiastic committed, loyal and well-informed about the organization’s goals, work procedure and job requirements (Al-Jabri, 202o; Naim and Lenka, 2016b).…”

Section: Discussionmentioning

confidence: 99%

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The impact of knowledge sharing on employee engagement through the mediating role of competency development and moderating role of social climate

Naim,

Shehzad,

Al Nahyan

et al. 2024

JKM

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Purpose This study aims to test the relationship between knowledge sharing and employee engagement. In particular, the mediating and moderating roles of competency development and social climate, respectively, are also the focus of this research. Design/methodology/approach Of self-completed questionnaires collected from luxury hotels in India, 507 are usable for data analysis. The structural equation modelling (SEM) was used to examine the proposed hypotheses. Findings The structural equation modeling–based results illustrate a positive significant association between knowledge sharing and employee engagement. Also, there is a significant support to establish the mediating effect of competency development and the moderating effect of social climate on this relationship. The expansion of competencies of employees achieved through knowledge sharing leads to higher engagement. Research limitations/implications This work is carried out in Indian hospitality sector and may not be generalizable to other cultural settings. Practical implications This study’s results add to the knowledge sharing scholarship by envisaging a possible association with an employee attitudinal outcome, i.e. employee engagement. Originality/value To the best of the authors’ knowledge, this is one of the first studies to unravel the social processes through which knowledge sharing enhances competency development, and subsequently employee engagement, mainly through the influence of social climate.

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Section: Discussionmentioning

confidence: 99%

“…Thus, it indicates the phenomenon of acquisition of competencies, i.e. learning (Naim and Lenka, 2016b). However, for the contemporary hospitality organizations, it is essential to expand employees' personal, professional and social competencies (Chand, 2010).…”

Section: Competency Development As a Mediatormentioning

confidence: 99%

The impact of knowledge sharing on employee engagement through the mediating role of competency development and moderating role of social climate

Naim,

Shehzad,

Al Nahyan

et al. 2024

JKM

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“…According to all non-family interviewees, they only had a little input to every decision since only the family members that could include in decision making process; they could only give suggestion when it came to the technical things in production process. In fact, all employees want to be emotionally engaged and feel that they are being part of the importance and being connected with business (Naim, 2016).…”

Section: People: International Journal Of Social Sciences Issn 2454-5899mentioning

confidence: 99%

Kinship-Based Problems Affecting the Employee Performance: A Study Case of Family Business in Developing City in Indonesia

Zakia¹,

Pritasari²

2018

pijss

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A family business is an organization in which maintains balance the professional management, responsible business ownership, and the healthy family dynamic (Wills D, 2017). The research is implemented in one of developing cities in Indonesia, a city which is famous of its traditional food. Therefore, the object of this research is one of traditional food companies who has successfully survived since 1957 which employs 277 workers in order to know the issues related with family which may affect the employees' performance and understand the effective way to manage both family and non-family employee in family business. This research uses the semistructured interview and non-participant observation method. The interview is conducted with six persons who two of them are representatives of non-family employee that have been working for more than 10 years and four of them are representatives of family employees who occupy the top management position. Meanwhile, the observation helps to see the discrepancy between what the family employees say and non-family employees feel. In comparison with common family

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“…A first set of studies emphasises how relational factors enable learning, mainly for the mentee (Bjørnson and Dingsøyr, 2005). A second set of Mentoring programmes studies has questioned the purely positive view of mentoring and has focused on mentoring as a learning practice, emphasising the mutual learning and support between both junior and senior employees (Samarra et al, 2017;Burmeister et al, 2018;Naim and Lenka, 2016). Studies have shown that learning requires partakers to have confidence and mutual trust in one another (Ragins et al, 2000).…”

Section: Introductionmentioning

confidence: 99%

Mentoring programmes – building capacity for learning and retaining workers in the workplace

Wikström

Arman

Dellve

et al. 2023

JWL

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Purpose The purpose of the paper is to contribute to an understanding of the relational work carried out in mentoring programmes and the implications for learning capabilities in future practices. Design/methodology/approach This study is based on field research of a mentoring programme bringing together senior and newly graduated workers in a large Swedish health care organisation. In total, 54 qualitative interviews with mentors, mentees, HR, managers and union representatives are included. Findings The findings point to the role of trust and a psychological sense of community in the socialisation work that goes on in relationships between the mentor and the mentee. This in turn leads to increased social capital in the form of learning and retaining workers. The conditions for being vulnerable and asking questions, as well as daring to be independent, are an essential and decisive part of constructing bonding within the professional group and bridging out to other professions and parts of the organisation. Practical implications The practical contribution from this study is the workplace conditions that are central to organising mentoring programmes, with implications for learning capabilities in future practices. Originality/value With its theoretical focus on social capital, the study shows the importance of relationships for learning and retaining both newly graduated and experienced employees in a context of high employee turnover. It is central to achieving strong and mutually beneficial relationships through continual and trustful interaction between actors. By using the concepts of social capital, socialisation agents and psychological sense of community, this study contributes to an understanding of mentoring and workplace learning.

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Mentoring as an Hr Intervention to Engage Gen Y Employees

Abstract: Abstract

Cited by 7 publications

References 24 publications

The impact of knowledge sharing on employee engagement through the mediating role of competency development and moderating role of social climate

The impact of knowledge sharing on employee engagement through the mediating role of competency development and moderating role of social climate

Kinship-Based Problems Affecting the Employee Performance: A Study Case of Family Business in Developing City in Indonesia

Mentoring programmes – building capacity for learning and retaining workers in the workplace

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