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• W329900038 startingPage "439" @default.
• W329900038 abstract "Both organizational researchers and practitioners alike consider an increasingly important topic in today's complex organizations. As organizations undergo major change, encountering global competition and environmental turbulence, they are faced with increasing pressure to develop and maintain leaders. Organizations in this new millennium will continue to lace difficult corporate challenges that arise from changing demographics, downsizing, mergers, increasing competition, and rapid changes in technology. In response, many organizations establish programs because they stove a business purpose as well as help meet the developmental needs of employees (Catalyst, 1993). Mentoring relationships are important because they have the potential to offer both organizations and their members a wealth of benefits. Recent studies have shown that proteges can benefit from with career recognition and success, as well as increased compensation and career satisfaction (Chao et al., 1992; Dreher and Ash, 1990; Fagenson, 1992; Koberg et al., 1994; Ragins and Cotton, 1999; Ragins et al., 2000; Turban and Dougherty, 1994). In addition, mentors can benefit from rejuvenation, increased promotion rates, an increased power base, and access to work-related information (Allen et al., 1997; Aryee et al., 1996; Burke et al., 1994, 1991; Ragins and Scandura, 1999). Moreover, organizations can benefit from opportunities for enhanced organizational learning, competitive advantage, strategic functioning, employee motivation, better job performance, and executive development and retention (Kram and Hall, 1989; Mullen and Noe, 1999; Viator and Scandura, 1991; Wilson and Elman, 1990). Given its potential benefits, organizations are increasingly interested in establishing programs (e.g., Armstrong et al., 2002; Raabe and Beehr, 2003; Viator and Scandura, 1991). As organizations continue to encourage and support mentoting at work, it is increasingly important to understand the role of different organizational factors in the establishment and success of these relationships. Previous research has shown that organizational characteristics influence individual attitudes and behaviors (Berger and Cummings, 1979; Mowday and Sutton, 1993; Rousseau, 1978). Thus, organizational characteristics may affect the extent to which is valued and provided. Researchers have long agreed that organizational characteristics can influence the frequency, quality and outcomes of (Hunt and Michael, 1983; Kanter, 1977; Kram, 1985). Moreover, scholars have called for research that considers how individuals are influenced by the organization context in which they act (Cappelli and Sherer, 1991). Nevertheless, there have been surprisingly few studies that have considered the effects of organizational factors on mentoring. Whitely, Dougherty and Dreher (1992) examined the effects of organizational position and hierarchical level on mentoring, and Koberg et al. (1994) examined the effects of organizational tenure and organizational rank on mentoring. In addition, Allen et al. (1997) and Aryee et al. (1996) examined the effects of organizational factors on people's motivation to mentor. Clearly there is a need for more research because, as Kram suggests, features of an organization can either create or interfere with conditions that support mentoring (1985: 60). Some of the organizational variables that are likely to have an important influence on include position, context (Hunt and Michael, 1983; Kram, 1985), and type (Kanter, 1977). These variables are important because they represent a broad organizational perspective that can provide insights into the ways organizational settings can influence mentoring. Existing studies typically have examined either overall or broad categories of established in early research (e.g., Kram, 1985; Scandura, 1992). While research has examined two or three broad categories of mentoring, these categories encompass a rich and complex set of helping behaviors that are related, yet distinct (Kram, 1985; Noe, 1988a; Zey, 1984). …" @default.
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• W329900038 date "2005-12-22" @default.
• W329900038 modified "2023-09-23" @default.
• W329900038 title "An Examination of Organizational Predictors of Mentoring Functions" @default.
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