Mentoring Millennials in an Asian Context

Psychology of Retention, 2018

The primary objective of this chapter is to explore the role of mentoring in the talent retention of Millennial employees. Grounded on social exchange and social learning perspectives, this chapter develops a conceptual framework to reduce turnover intentions of Millennial employees. The conceptual framework suggests that workplace mentoring facilitates personal learning, contributing to affective commitment, which in turn, reduces turnover intentions of Millennila employees. The framework is significant for academics and practitioners. It provides useful insights to assist management in bolstering the retention of Millennial employees. This chapter contributes to the literature on mentoring, affective commitment, and turnover intentions. This is also one of the first study that addresses mentoring and talent retention from a generational perspective. Organizations therefore, should integrate mentoring into the talent management strategy to develop and retain Millennial employees. Limitations and future direction of research are outlined thereafter.

2017

Retaining millennial employees is relevant today because they make up a higher percentage of workers. Albeit, studies show that millennials have high turnover intentions and mentoring was identified as a valuable tool to them because of its major career and psychosocial development function. Hence, this study examined the experiences and perceptions of 51 millennial mentees within the ages of 21 36, to identify mentoring elements that can enhance their retention. Data was gathered via a questionnaire survey and analysed using basic descriptive statistics. The results suggest that well designed mentoring schemes can support millennial employee retention. However, the mentors’ perception was excluded and the small sample size limits generalisation. Notwithstanding, the identified features informed the authors’ Millennial Mentoring Model (MMM) which proposes that a voluntary mentoring structure, mentee’s objectives, mentor’s attributes, mentoring-relational features and a structure for...

FIIB Business Review, 2015

Mentoring is being used extensively by various corporate set ups, both public and private for career as well as personal development. Business houses are in constant pursuit to transform and are working towards making employees more productive. Organizations are aggressively utilizing mentoring programs as a developmental tool in this effort to make employees more engaged, highly effective and motivated. Given the escalating war for talent in today's competitive environment, the integration of effective mentoring strategies, processes and programs into the corporate culture of an organization can contribute to its competitive advantages in many ways beyond its recent linkages just to improvement in creation ofleadership pools, effective retention and engaged workforce. The handing over of tacit information, values, culture and specialized skills by using mentoring as a tool of knowledge transfer is being used in many Indian organizations. Organizations have started looking towards formal mentoring programs as a means of knowledge continuity, instituting a culture of nurturing, caring and sharing. Mentoring has become a means to familiarize new joins in the culture of the organization, grooming ethnic minorities or special groups including women, plateau employees and finally integrating high potential employees more rapidly into the main stream. Mentoring offers the flexibility of a tool which can be of immense assistance to employees at different stages of employee life cycle which begins with an employee joining an organization, managing his/her performance through their stay in the organization, their development, and career planning. Mentoring is not a one size fit all phenomenon, hence the inevitability to align the mentoring process with the strategy and objective of an organization cannot be denied. Though there is a huge body ofliterature on mentoring, both formal and informal, however there does not appear an attempt to identify specially customized mentoring programs to suit employees belonging to different generation of employees through their life cycle in an organization. Awareness on the kind of developmental assistance mentor can provide to a relatively inexperienced employee across generations, in both public and private sector organizations have been gaining ground. The knowledge shared in the article would assist the human resource function to adapt and rework the mentoring process on need basis. The discovery and journey of mentoring as an important tool in the human resources training and development kit has been briefly shared. Another purpose of this article is to provide mentoring scholars with a review of novel methods used in organizational mentoring research.

The significance of employee engagement in present turbulent business environment cannot be overemphasized. In particular, the contemporary mutigenerational workforce poses a serious challenge of employee engagement. The importance of mentoring in facilitating employee development, socialization, and is given due consideration in academic literature. However, the literatures on mentoring and employee engagement are largely independent. In this vein, this study explores the linkage between mentoring and employee engagement. After reviewing the limited literature in this domain a conceptual framework is proposed depicting possible relationships through testable propositions. To conclude implications are presented for human resource development (HRD) scholars and practitioners, emphasizing on the role of mentoring in fostering cognitive, affective, and social aspects of Gen Y employees' engagement.

The present study is aimed at investigating the impact of mentoring on intention to stay of Gen Y employees working in Indian IT industry. Also, the mediating roles of perceived organization support and affective commitment are examined. Primary data were collected from a sample of 314 Gen Y employees (born between 1980-2000) from IT industry in Delhi, NCR India. Data analysis was carried out using AMOS and SPSS to test sequential mediation. Findings reveal that mentoring has a direct influence on intention to stay of Gen Y employees and perceived organization support and affective commitment sequentially mediate the relationship between the two. This study contributes to the literature on mentoring, perceived organization support, affective commitment, and intention to stay.

2019

Mentoring is an informal process of transferring knowledge within an organization through internalization and socialization. Mentoring has a long history being one of the earliest forms of learning through apprenticeship. Recent years, however, have seen many publications on new forms of mentoring with different terms applied, e.g. tutoring, coaching, facilitation, shadowing and etc. The topic is interesting for researchers in engineering education from different countries, yet there has been no complex analysis done to compare approaches and methods of mentoring in various cultures and professions. Such an analysis can show similarities and differences and help in finding the best approaches to apply mentoring for engineering university and engineering workplace practice worldwide.

Distinguishing between the purposes and practices of coaching and mentoring in contexts for professional development in Asia.

Mentoring that has been studied since the 1950s is a method of mutual learning based on the master-the apprentice relationship aiming for career development and training of inexperienced employees. As a development process, mentoring can be practiced in various ways such as individual or group mentoring and formal or informal mentoring. Most studies on mentoring have shown that conscious practice of mentoring in an organization as part of human resources management policy generates significant benefits for the organization, mentor, and protégés. This study aims to analyze mentoring practices based on an extensive literature review, and historical practices. In this context, the concepts of protégé, mentor, and mentoring are briefly defined, and are theoretically elaborated in their various aspects.

Journal of Positive Management, 2014

Purpose: The aim of this paper is to characterize mutual mentoring as a tool of intergenerational staff management in the enterprise and to examine the eff ects of the mutual mentoring in Polish enterprises. Methodology: The research was conducted using a survey on a sample of 250 business representatives from all over Poland. The subjects were mainly CEOs or members of the management staff . The criteria for selection of enterprises for this study were: enterprise size (small, medium, large companies), the age structure of the staff . The aim of the study was to identify the process of mutual mentoring in enterprises – whether it is present and what results or benefi ts it brings to enterprises and their employees. Findings: Almost 40% of the surveyed employers confi rm that in their fi rms knowledge is transferred between employees: this occurs through teaching junior employees by the senior and more experienced ones and there also occur inverse relations, i.e., junior employees share their knowledge with the senior ones. This leads to formation of the added value both for the employees and the whole business. Employers observe numerous benefi ts from the implementation of mutual mentoring in their organisations. The main ones include: the acquisition and development of competences and skills by employees, the improvement of work environment conducive to involvement of employees in work and the increase of team motivation. Implications: In the Polish literature on the subject the aspect of mutual mentoring in companies has not yet been discussed. The conclusions of the presented analysis provide a basis for larger and more detailed research and the development of practical recommendations for business managers. Originality/value: The author has presented a unique theory of mutual mentoring as a tool of intergenerational staff management in the enterprise. Mutual mentoring defi ned as modifi ed version of traditional mentoring and involves the assumption that diff erent generations of employees become each other’s mentors or teachers, thus ensuring mutual substantive and organisational support in the workplace as well as natural transfer of knowledge and experience within the organisation. Author presented original research results: eff ects of the mutual mentoring in Polish enterprises.

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