Dissertations and Theses @ UNI
Availability
Open Access Thesis
Keywords
Mentoring in business--Iowa; Mentoring in the professions--Iowa; Mentoring in business; Mentoring in the professions; Iowa;
Abstract
The development of capable and result-oriented employees is of critical necessity in the business world. During a period of cutbacks and mergers, as well as demanding work schedules and skill qualifications, corporations must identify methods of support and training which not only maintain, but increase and maximize production levels of employees. One method to address these conditions is formal mentoring. Formal mentoring is a deliberate job training partnership which seeks to increase employee performance as well as improve an organization's competitiveness. While this form of experiential learning has a history in the education sector, it has been introduced and implemented within the business and service sectors only during the last fifteen years. Because very few formal evaluations have occurred, the purpose of this. study is to describe the benefits of formal mentoring as perceived by both employees and organization representatives involved in formalized mentoring career development programs in Iowa-based businesses or service-focused organizations. Exploratory research was conducted by completing case studies of four Iowa-based organizations currently offering formal mentoring programs to their employees. Questionnaire data were collected from 110 participants (65% return) and four organization representatives utilizing an adaptation of Richard Caruso's Forms of Mentoring Help inventory (Caruso, 1993). Individual interviews were conducted with the organization representative so that the company's perspective could be compared to employee responses. Formal mentoring benefits were identified by the individual organization as well as by the entire sample. The top five employee identified benefits of formal mentoring programs were: (a) achieving friendship; (b) achieving trust; (c) obtaining support and encouragement; (d) learning organizational policies; and (e) obtaining a confidante. In addition, this research: (a) identified which benefits differentiated between employees and the organization representative; (b) reported and compared perceived and received formal mentoring benefits by gender; (c) compiled operational definitions of formal mentoring; (d) identified key resources needed for a successful formal mentoring program; and (e) addressed the benefit difference between for-profit and not-for-profit organizations. The formal mentoring programs were found to be most beneficial in the area of employee support. By implementing such a program, the organizational values, norms, and cultures were shared in a supportive partnership with a more skilled and experienced employee. A formal mentoring program was identified as a 'win-win' opportunity for both the mentored employee and the sponsoring organization.
Year of Submission
1994
Degree Name
Master of Arts
Department
School of Health, Physical Education, and Leisure Services
First Advisor
Larry Hensley
Second Advisor
Jim McCullagh
Third Advisor
Jane Mertesdorf
Date Original
1994
Object Description
1 PDF file (128 leaves)
Copyright
©1994 Kimberly Hein Hutzell
Language
en
File Format
application/pdf
Recommended Citation
Hutzell, Kimberly Hein, "Benefits of Formal Mentoring" (1994). Dissertations and Theses @ UNI. 1889.
https://scholarworks.uni.edu/etd/1889
Comments
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