Relationship of Career Mentoring and Socioeconomic Origin to Managers' and Professionals' Early Career Progress

Managerial career success in Canadian organizations: is gender a determinant?

“…Despite a significant R 2 variation for salary, none of the variables used in the model led to interesting conclusions. Contrary to the findings of other authors (Orstein, 1983;Cohen, 1986;Whitely et al, 1991), the professional status of the father does not seem to influence the career advancement of the children. When socioeconomic origin is taken into account, male and female managers do not obtain the same level of career success.…”

Technology‐assisted supplemental work: Construct definition and a research framework

“…Working more than 40 hours a week and commonly bringing home work at night or on weekends during one's earlier career signals a preoccupation with work beyond the boundary of the traditional work environment and conveys an image of success and promotability (Barney & Lawrence, 1989;Greenhaus & Callanan, 1994). In fact, the number of hours worked was the most significant predictor for a number of promotions received and total compensation earned by all respondents in a longitudinal study of MBAs by Whitely, Dougherty, and Dreher (1991). We expect that the performance of TASW will represent a career strategy signaling superiors that the employee is concerned with their career; in response, their superiors will evaluate them as being more promotable than employees who do not engage in TASW, and, in turn, these employees will receive more promotions and other objective indicators of career success such as greater responsibility, authority, and remuneration.…”

Supervisor mentoring: Does a female manager make a difference?

“…From these two types of support, the protégé learns increased self confidence, ways of dealing with people, self insight, ways to approach problems, and an increased understanding of the organization (Burke, 1984). Furthermore, research indicates protégés enjoy the additional benefits of having greater job satisfaction (Mobley, Jaret, Marsh & Lim, 1994;Riley & Wrench, 1985), being promoted more often (Whitely, Dougherty, & Dreher, 1991;Dreher & Ash, 1990;Henderson, 1985), attaining an executive position at a younger age (Henderson, 1985), and receiving greater total compensation, including salary, bonuses, and benefits (Whitely, Dougherty, & Dreher, 1991;Dreher & Ash, 1990;Henderson, 1985).…”