Organizational citizenship behavior means going the extra mile, and it’s easy to see how it can benefit organizations. Getting people to do it? Well, that’s a trickier subject.
In every company there are high performers who colleagues describe as ‘amazing’ and ‘irreplaceable.’ Unfortunately, one day, those people leave or retire. In many cases their knowledge and know-how leaves with them. How can you preserve that knowledge for your company and become indispensable when the previous expert leaves? Just ask.
Through surveys of employees engaged in ongoing mentoring relationship, the authors explored relationships among mentors’ perceived organizational support (POS), the extent of mentoring functions protégés received, and protégés’ POS. The authors also investigated the role of the mentor’s altruistic personality.
Topic: Mentoring, Learning Publication: Journal of Leadership & Organizational Studies (AUG 2011) Article: Trust as a moderator of the relationship between mentoring and knowledge transfer Authors: Fleig-Palmer, M. M., & Schoorman, F. D. Reviewed by: Alexandra Rechlin Mentoring is widely considered to be an effective way of transferring knowledge and
Topic: Mentoring, Human Resources Publication: Journal of Business and Psychology (in press) Article: Mentoring and psychological contract breach Authors: Haggard, D. L. Reviewed by: Alexandra Rechlin Having a mentor can lead to many positive outcomes for the protégé, but what kinds of negative outcomes might a mentor cause? Haggard (in
Publication: Journal of Vocational Behavior (DEC 2010)
Article: What keeps people in mentoring relationships when bad things happen? A field study from the protégé’s perspective.
Authors: H. G. Burk, and L. T. Eby
Reviewed by: Charleen Maher