The effect of formal mentoring program characteristics on organizational attraction

Horvath, Michael; Wasko, Laurie E.; Bradley, Jessica L.

doi:10.1002/hrdq.1244

Cited by 22 publications

(15 citation statements)

References 64 publications

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“…Finally, the RMMC model and subsequent elaboration and empirical research may inform lines of inquiry where HRD scholars are currently involved, such as mentoring (Hegstad & Wentling, 2005;Horvath, Wasko, & Bradley, 2008), workplace commitment (Fornes, Rocco, & Wollard, 2008), career planning (Egan, Upton, & Lynham, 2006;McDonald & Hite, 2005), management development (Cullen & Turnbull, 2005), and viewing HRD from a more holistic perspective (Lee, 2007;Yang, 2004). The lack of research into the area of caring seems to be an important opportunity for HRD practitioners and scholars during difficult times.…”

Section: Contributions To Hrdmentioning

confidence: 99%

Caring as a Managerial Strategy

Kroth

Keeler

2009

Human Resource Development Review

113

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The purpose of this article is to broaden the discourse about caring as a managerial strategy by describing caring from three perspectives: nursing, education, and management. The authors suggest that current organizational models inadequately address the caring connection between manager and employee. Definitions of managerial caring and care building are offered. A model, the Recursive Model of Manager—Employee Caring, is proposed and discussed. Potential lines of inquiry associated with the model and implications for HRD are reviewed.

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Section: Contributions To Hrdmentioning

confidence: 99%

Caring as a Managerial Strategy

Kroth

Keeler

2009

Human Resource Development Review

113

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“…Furthermore, the employer brand may also be affected by activities during the WITHIN phase. Previous studies suggest that formal mentoring systems (Allen and O'Brien, 2006;Horvath et al, 2008) and opportunities for training and continuous learning (Trank et al, 2002) have positive effects on organisational attractiveness. Similarly, activities aimed at development and training during the WITHIN phase are also linked to employee retention (Curry et al, 2005), as are activities during the IN phase in terms of the expectations of development implanted in the employer brand.…”

Section: Integrating the Three Phasesmentioning

confidence: 99%

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Wallo

Kock

Nilsson

2016

IJHRDM

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Abstract:The article shows that human resource management (HRM) and human resource development (HRD) activities play a potentially important role in facilitating innovation in organisations. Based on previous research, a conceptual model is presented that displays how an organisation's human resource (HR) function can facilitate innovation by securing and developing the HR supply chain to ensure the healthy and continuous flow of personnel and competence into, within, and out of the organisation (i.e., by securing the appropriate competences for the job and the organisation, by developing and retaining existing competences, and by transferring competences from employees who are leaving to those who remain in the organisation). This article argues that HR practitioners can set the stage for innovations by actively and strategically implementing HR activities that support the creation of an expansive learning environment in which both adaptive and developmental learning can occur.

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“…Within this capacity, Hlapanis et al (2006) identified two distinct styles of how e-mentoring was conducted: (1) a low or non-directive moderation style, when mentors intervened with mentees in order to help them 'reflect' while progressing their discussions; and (2) a high or more directive moderation style, when mentors intervened in both the processes of the online course and the content. E-mentors had to be competent in ascertaining of how much of their involvement in the mentoring process was desired by the mentee (Horvath et al 2008). Although Allen and O'Brien's research (2006) showed that the presence of a formal mentor or mentoring programme increased organisational attraction, some researchers (Wanberg et al 2003) asserted that requiring participation in such a programme could be perceived as coercive, leading to resistance to the otherwise beneficial aspects of the mentor-protégé relationship.…”

Section: Online Teaching Competence Domainmentioning

confidence: 99%

Core-competence skills in e-mentoring for medical educators: A conceptual exploration

Schichtel

2010

Medical Teacher

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Background: E-mentoring had the potential to improve medical training, patient services, could be cost-effective, and support continued professional development. Research in terms of required core-competences for its effective utilisation in medical education seemed to be inconsistent, fragmented with significant variations in methodological rigor. Aim: The primary aim was to review and synthesise existing evidence in educational science that addressed the question: ''what are the required core-competences in e-mentoring for medical educators?'' Methods: A systematic literature search covered 25 literature databases and employed 42 single search terms and concepts and their Boolean combinations. Coverage was improved by Internet searches, further focus on ''Grey literature'' and the manual searching of library journals and inspecting the bibliographies of the references obtained by these methods. Results: A total of 4344 citations from the literature search were identified. Altogether 44 items were finally selected for inclusion in the study. The extant quality of published research was generally weak. The weight of the best available evidence suggested that seven specific e-mentoring core-competence domains were seen as significant. Conclusions: E-mentoring seemed educationally effective and complemented face-to-face mentoring for continuous professional development. Research in this field needs improvement in terms of rigor and quality.

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The effect of formal mentoring program characteristics on organizational attraction

Cited by 22 publications

References 64 publications

Caring as a Managerial Strategy

Caring as a Managerial Strategy

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Core-competence skills in e-mentoring for medical educators: A conceptual exploration

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