Making mentoring work
The purpose of the study is to investigate the experiences of organizations considered to have developed best practices in the use of mentoring and conduct a survey of the personnel of an engineering firm to draw their experiences on the mentoring program of the firm.
Desk research applied in deriving secondary data on theories employed by best practice firms together with the actual practices of these firms in using mentoring - Making mentoring work introduction. To derive data on the particular experiences of firms, structured interviews were made with 35 top and middle managers as well as staff. This was supplemented with in-depth focus group discussion with 8 mentors. The combination of qualitative and quantitative approaches as a research design supported the validity and reliability of data. The structured interview analyzed using basic statistical tools allowed comparison and repetition of the data collection process while the focus group discussions provided the research with in-depth accounts.
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Results showed that mentoring provides mentees with the advantage of exploring their strengths and weaknesses, with assurances of confidentiality, through the role of the mentor in encouraging broader thinking and challenging assumptions. Mentees are able to enhance their knowledge and experience resulting to improved performance that leads to job satisfaction, which then enhances staff retention. Common problems in mentoring include varying expectations between the mentor and mentoree and finding a suitable mentor. These are addressed by developing a culture geared towards continuous improvement as the framework for a mentoring culture. The study carries the strength of considering a wide-array of data. However, in considering in-depth data through the focus group, only the perspective of mentors were taken.
Hurst, S. (2003). Role acquisition, socialization, and retention: Unique aspects of a mentoring program. Journal of Nurses in Staff Development, 19(4), 176-180.
The study aimed to discuss the concept of mentoring and its components or elements as a process and to determine the effectiveness of the mentoring program implemented in a medical facility.
The method employed is case study of the mentoring program of Banner Good Samaritan Medical Center. Data was derived from firm documents about the program and an interview was made with a nurse enrolled in the mentoring program. The study employed qualitative approach to achieve significant validity with the methods able to meet the objectives. However, the study may not able to achieve a similar level of reliability in terms of the generalizability of results since the interview was made with only one respondent, who may not represent the mentees.
Results showed that the mentoring program, which has incentive and support components, was able to lessen the attrition of rate of employees by creating a culture of excellence that was able to enhance a positive feeling and perception of employees regarding their job, co-workers, and working environment. The study was able to discuss in depth the concept of mentoring and its processes to provide a clear understanding of this process. However, it failed to obtain data from a larger sample to support a better evaluation of the mentoring program.
Bally, J. M. G. (2007). The role of nursing leadership creating a mentoring culture. Nursing Economic$, 25(3), 143-148.
The study investigated the important role of leadership in creating a mentoring culture that addresses the issues of staff retention, job satisfaction, and patient outcomes. It also discussed the four leadership initiatives of Bass as a way of developing a mentoring culture.
The study employed desk research and integration of secondary data gathering method. This employed the qualitative approach that considers accounts or descriptions of mentoring to support staff retention. The study achieved significant reliability because it was able to achieve results that could apply to healthcare organizations. However, it may be weak in validity because of the lack of specific data on actual programs or experiences of staff under these programs.
Mentoring directly leads to staff satisfaction that in turn supports the decision of the nursing staff to remain as personnel of the health care facility. However, to achieve an effective mentoring program, the staff has to integrate organizational culture and leadership in the mentoring program. Organizational culture should be aligned with he appropriate leadership strategy and mentoring practices. The study has thoroughly discussed the factors needed to achieve a mentoring activity able to address staff retention. However, this lacks primary data to exemplify the applicability of these factors in actual organizational settings.