Summary
Mentoring as a human resource management tool has been an important element in business and industry. The needs of individuals in modern organizations are so diverse that the one-on-one relationship offered through mentoring has been found useful infilling some of the staffing gaps in large and small organizations. Although mentoring has some drawbacks, it has been found beneficial to mentors, protégés, and sponsoring organizations in a number of settings. In order to make mentoring a more useful staffing tool for managers, The Mentoring Maze was developed. The maze differentiated mentoring by initiation, operation, and outcome. Upon further analysis, these three phases of mentoring (initiation, operation, and outcome) were found to overlap at key junctures to produce eight distinct mentoring relationships: (a) formal continuous strategic mentoring (b) formal continuous gratuitous mentoring (c) formal intermittent strategic mentoring (d) formal intermittent gratuitous mentoring (e) informal continuous strategic mentoring (f) informal continuous gratuitous mentoring (g) informal intermittent strategic mentoring (h) informal intermittent gratuitous mentoring. The degree of success of a mentoring relationship could be enhanced by a better understanding of its underlying characteristics, associated assumptions, and expectations of mentors, protégés, and sponsoring organizations.
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Extract
Strategic Versus Gratuitous Mentoring: A Preliminary Investigation
INTRODUCTION
Mentoring as a human resource management tool has been an important element in business and industry. The needs of individuals in modern organizations are so diverse that the one-on-one relationship offered through mentoring has been found useful in filling some of the staffing gaps in large and small organizati...See the full content of this document
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