Mentoring & Performance: Implications for Business Organizations
Published: 2013
Author(s) Name: Sushmita Srivastava, M. G. Jomon |
Author(s) Affiliation: XLRI, School of Business & Human Resources, Jamshedpur, Jharkhand, India.
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Abstract
Mentoring as a concept and as
a practice existed for long in organizations
and its relevance is
gaining momentum as years pass
by. An extensive review of literature
indicated that benefits of
mentoring practice especially
relating to individual performance
is not empirically studied
and reported. This paper explores
how perceptions of two
forms of mentoring support, the
traditional and relational, influence
protégés’ role-based performance
outcomes. The study
tested for the variance in performance
outcomes due to addition
of relational mentoring support.
The findings shed light on the
role that protégé personal learning
play as mediator in transmitting
the effect of the two forms
of mentoring support to his/her
role-based performance.
Keywords: N.A.
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