Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
887532 | Journal of Vocational Behavior | 2008 | 12 Pages |
Abstract
Results from a pretest–posttest randomized field experiment study with a control group comparing the impact of high- and low-level-facilitated mentoring programs on new employees’ performance and perceptions about their jobs and organization were reported in this paper. Results indicated increases in job satisfaction, organizational commitment, person-organization fit and performance by participants in both mentoring programs with larger gains made by the high-level-facilitated group. These results suggest that a formal mentoring program can have positive effects on employee’s work-related attitudes, cognition and behavior with significantly greater gains made by formal mentoring programs with higher levels of facilitation.
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Authors
Toby Marshall Egan, Zhaoli Song,