2012
DOI: 10.1002/hrdq.21130
|View full text |Cite
|
Sign up to set email alerts
|

Mentoring as an HRD approach: Effects on employee attitudes and contributions independent of core self‐evaluation

Abstract: Mentoring as a form of strategic human resource management is an interesting addition to the HRD literature because it provides a mechanism of change for individual employees. Numerous studies have demonstrated the benefits of mentoring to both the employee and the firm; yet, a recent review of mentoring research argues that mentoring has less effect on important job‐related outcomes than some characteristics of the individual being mentored. While individual characteristics such as personality and core self‐e… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1

Citation Types

0
24
0

Year Published

2013
2013
2020
2020

Publication Types

Select...
6
1

Relationship

0
7

Authors

Journals

citations
Cited by 53 publications
(24 citation statements)
references
References 74 publications
0
24
0
Order By: Relevance
“…This high degree of interest is due to mentoring developing a reputation as a vehicle to develop human resources in an organization, creating learning and positive outcomes for both the individuals involved and the organization (Hansford et al, 2002;Gibson, 2004;Allen et al, 2006;Egan and Song, 2008;Garvey, 2014;Wang et al, 2014). Thurston et al (2012) suggest this is because mentoring is an opportunity for individuals to learn, to realize their potential, to make improvements and to ultimately make changes for the better. This resonates well with the academic and agreed definitions mentioned above.…”
Section: Literature Reviewmentioning
confidence: 99%
“…This high degree of interest is due to mentoring developing a reputation as a vehicle to develop human resources in an organization, creating learning and positive outcomes for both the individuals involved and the organization (Hansford et al, 2002;Gibson, 2004;Allen et al, 2006;Egan and Song, 2008;Garvey, 2014;Wang et al, 2014). Thurston et al (2012) suggest this is because mentoring is an opportunity for individuals to learn, to realize their potential, to make improvements and to ultimately make changes for the better. This resonates well with the academic and agreed definitions mentioned above.…”
Section: Literature Reviewmentioning
confidence: 99%
“…Chalofsky () argued that the field of human resource development (HRD) is based in practice and focuses on improving activities that lead to higher performance. Mentoring is an important form of HRD (Thurston, D'Abate, & Eddy, ) that involves a dyadic relationship in which a more knowledgeable or experienced mentor shares and disseminates this wisdom to a less knowledgeable or experienced protégé (Bozeman & Feeney, ). Many researchers argue that the primary purpose of mentoring is success in the workplace (Allen, Eby, Poteet, Lentz, & Lima, ; Godshalk & Sosik, ; Kram, ; Ragins, ; Tepper, ; Zey, ), and there is a growing body of support, in theory and practice, for the positive relationship between mentoring and performance (Dreher & Ash, ; Scandura, ; Scandura & Hamilton, ; Srivastava & Jomon, ).…”
Section: Introductionmentioning
confidence: 99%
“…In addition, mentoring is often examined for its career and psychosocial functions (Kram, ), with very little focus on the psychological resources developed. While these career and psychosocial functions are valuable and important, the emphasis of research and practice tends to be on the social (e.g., socialization, relationships, expanding networks, see Higgins & Kram, ) and professional benefits of mentoring (Allen et al, ; Godshalk & Sosik, ; Scandura, ; Thurston et al, ). However, exploration of the mechanisms through which mentoring develops personal psychological resources and promotes intentional individual actions that can lead to protégés' performance improvement is limited (for notable exceptions, see Hegstad & Wentling, ; Pan, Sun, & Chow, ).…”
Section: Introductionmentioning
confidence: 99%
“…In particular, the formal mentoring programs that provide facilitation (e.g., program‐level support that may range from ongoing group facilitation to training) and encourage mentors and mentees to interact frequently (Allen, Eby, & Lentz, ) have been reported to be more effective. Although formal mentoring programs are very much in vogue, little research has examined the application of formal mentoring programs as a strategic human resource development intervention (Thurston, D'Abate, & Eddy, ). A strategic human resource development intervention is defined as a tool designed to ensure sustained competitive advantage by influencing key business drivers (Garavan, ).…”
mentioning
confidence: 99%