The Impact of Mentoring Relationships on Innovation Performance of Post-90s Employees: A Dual-Path Model of Cognition and Affect

Abstract

(1) Background: In recent years, post-90s employees have emerged as the driving force behind enterprise innovation, presenting unique challenges for innovation management. Their distinct characteristics and attitudes towards work require a thoughtful and adaptable approach from businesses to harness their potential effectively; (2) Methods: through empirical analysis of 518 valid samples in the Chinese context, with SPSS 26.0 and PROCESS V4.1 being used for the analysis, and to test the moderated mediation model; (3) Results: a. Mentoring relationships positively predict innovation performance; b. This relationship is mediated by role stress (cognition) and job vigor (affect); c. Innovative self-efficacy negatively moderates the impact of role stress on innovation performance and positively moderates the impact of job vigor on innovation performance; d. Moreover, innovative self-efficacy significantly moderates the mediating effect of role stress and job vigor, and the moderated mediating model is established; (4) Conclusions: Our findings reveal the “black box” of mentoring relationships in the process of influencing the innovation performance of post-90s employees, an area that has received limited research attention. This study further reveals the boundary effect of innovative self-efficacy.

Effect of Employee Mentoring on Performance of Universities in Tanzania

“…Employee mentoring, as a succession planning mechanism, had a significant effect on the performance of universities in Tanzania. These findings echo those of Li et al, (2023), who discovered that employee mentoring influenced the employees innovation performance and the overall performance of organizations.…”