The Effect of Group Mentoring on Career Outcomes

Abstract

The importance of mentoring as a component of career development has been well supported empirically. Yet mentors may not be a viable option for individuals who would like to progress on a management track but have limited opportunities to do so. This study proposed that professional associations may function as a source of mentoring for its members. The influence of affiliation with a professional organization on career outcomes was tested. Four components of group mentoring were identified through factor analysis: psychosocial support, inclusion, networking, and role modeling. Inclusion predicted higher job attainment, whereas role modeling made a significant contribution to salary. This study has practical implications for management development.

The development and maintenance of exemplary formal mentoring programs in fortune 500 companies

“…A formal mentoring program is an organized mentoring program managed by the organization that typically uses a systematic selection and matching process (Chao, Walz, & Gardner, 1992). Such programs can take on a variety of forms, from a traditional one-to-one pairing of a senior level employee mentoring a new or less experienced employee to a group mentoring process in which a number of employees essentially mentor each other in a group setting (Dansky, 1996). The relationship often results in benefits on many levels: the mentor and protégé develop 421…”

Development of a University Alumnae Mentoring Program

“…The discovery of networking as an outcome of the program supported Dansky's finding that the opportunity to network was a benefit of group mentoring. 16 The alumnae mentoring program reunited alumnae with their alma mater and reacquainted them with college friends. Executive committee member Madeline said the program was a way to ''reconnect people with the university,'' a place that was a ''major building block in a woman's life.''…”

Turnover Determinants of New Employees in International Hotels

“…The positive relationship between job strains and turnover intentions was the strongest factor when there was minimal cooperation amongst employees [10]. Practitioners and academics alike have underscored the importance of mentoring because of the benefits that accrue to the subordinates as well as the organization [11][12][13]. Emotional exhaustion was fond to predict organizational commitment, turnover intentions, and job performance.…”