Mentor programs: Making the right moves.
ABSTRACT Mentoring programs can serve to provide junior-level managers with both technical and interpersonal skills, instruct them in the ways of the corporate culture, and acclimate the protégé to the values and expectations of the company. The development of a mentor program is discussed in relation to the program goals, criteria for selection, and methods of mentor/protégé interaction. Recommendations include communication of program goals to all participants, continuous evaluation, and the use of a long-term test period. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
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ABSTRACT: To determine whether the mentoring scheme currently used has an impact on the training of senior house officers and also determine if they are willing to accept middle grade mentors. A questionnaire comprising 10 questions was sent to all the senior house officers employed in the emergency departments of two large inner city teaching hospitals and three large district hospitals. Most of the questions required a simple yes/no response. Most of the senior house officers had mentors allocated to them but felt the scheme was not satisfactory probably because they had low expectations. Most were happy to have middle grade doctors as mentors. Senior house officers have a low expectation of the present system and seem willing to accept middle grade doctors as mentors.Emergency Medicine Journal 08/2001; 18(4):259-62. · 1.65 Impact Factor
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ABSTRACT: Easy access to organizational knowledge is fundamental in dynamic environments that demand continuous fi rm adaptation. In that scenario we believe that mentors have a key role as access facilitators to knowledge in the change periods. We have developed this study aiming to explore the role and importance of mentors as knowledge access facilitators. We have approached that role in two different ways. We set apart the knowledge base in two categories: Information centers and organizational memory, accepting that mentors act differently accordingly. Based on the literature reviewed we were able to stage a three-dimensional theoretical setting (mentoring, knowledge, and change) and produce three research questions. We have addressed these research questions using an exploratory qualitative approach to fi ve different fi rms from three industries apart. This study contributes to the literature at least in two ways. Firstly, it connects the mentor fi gure to the knowledge base's access, exposing the importance of the mentor as a knowledge access facilitator during change periods. Secondly, by categorizing the knowledge base in two different ways, we are able to explicitly differentiate mentor roles accordingly.Journal of Business Economics and Management - J BUS ECON MANAG. 01/2009; 10(1).
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ABSTRACT: The objective of this study is to develop a normative instrument for assessing the mentoring role in the South African context. The sampling frame for the study constituted the 1200 employees of a division of a large transport organisation. A convenience sample including all 1200 employees yielded 637 fully completed records (a 53% response rate). First and second level factor analyses, followed by an iterative item analysis on the scale of 26 items, yielded a seemingly robust scale with a Cronbach alpha of 0,97. The psychometric properties of the scale are further discussed.South African Journal of Human Resource Management. 01/2005;