The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships (HC) (Perspectives on Mentoring, V. 1)

by Frances K. Kochan

Publisher: Information Age Publishing

Written in English
Cover of: The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships  (HC) (Perspectives on Mentoring, V. 1) | Frances K. Kochan
Published: Pages: 286 Downloads: 698
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Subjects:

  • Industrial or vocational training,
  • Teaching skills & techniques,
  • Work & labour,
  • Education,
  • Education / Teaching,
  • Psychology,
  • Teaching Methods & Materials - General,
  • Education / Teaching Methods & Materials / General,
  • General,
  • Mentoring
The Physical Object
FormatHardcover
Number of Pages286
ID Numbers
Open LibraryOL12303522M
ISBN 101930608373
ISBN 109781930608375

  This is a must read book for practitioners, who have been heretofore relying primarily on anecdotal evidence to help them create effective mentoring programs, often times with mixed success. The book also has strong appeal to academics because it provides a roadmap for cutting-edge, timely, and important research that can further reduce the Reviews: A strategic mentoring program transcends hierarchy, creating relationships and interactions to build individual and hence organisational value. In this guide we present you with proven practical insights on how to design, build, implement and automate a high influence mentoring program and create your own ripple effect. Designing Workplace Mentoring Programs: An Evidence-Based Approach - Ebook written by Tammy D. Allen, Lisa M. Finkelstein, Mark L. Poteet. Read this book using Google Play Books app on your PC, android, iOS devices. Download for offline reading, highlight, bookmark or take notes while you read Designing Workplace Mentoring Programs: An Evidence-Based Approach. This study was designed to test if formal mentoring programs enhance organizational attraction. Participants were undergraduates looking for a job related to their major. Results indicated that participants were more attracted to an organization when it was depicted as having a formal mentoring program than when it was not so depicted.

Mentoring, one form of relationship-building, is an opportunity for nurturing potential in someone who wants to grow and develop. Mentoring can take the traditional form of an ongoing relationship in which a mentor and a mentee meet on a regular basis to help the mentee develop her/his career, or it can be a shorter-term process of helping to nurture a mentee's growth . There are three types of mentoring. Traditional One-on-one Mentoring A mentee and mentor are matched, either through a program or on their own. Mentee-mentor partners participate in a mentoring relationship with structure and timeframe of their making or as established by a formal mentoring program. Distance Mentoring A mentoring relationship in which the two parties . The program created such a buzz throughout the organization that the excitement it generated is still talked about today. The fact that so many "graduates" from the mentoring program commit to mentoring others and seek to initiate mentoring opportunities in their own organizations speaks to its continued : $ Mentoring is a successful development tool used in HRD; however, research on mentoring between genders, ethnicities, and cultures is limited. As HRD continues to move forward in this global society, understanding people’s differences will provide for more successful human development, particularly in the area of mentoring.

Establishing Effective Mentoring Relationships for Individual and Organizational Success. The purpose of this article is to report findings from a study conducted to explore and describe mentoring relationships in Pennsylvania State Cooperative Extension's planned mentoring program based on the perceptions and experiences of proteges and. A framework of relationships between social judgment capacity, mentoring functions and protege outcomes is presented along with implications of these observations for mentoring research and for development of human potential in organizations. "There is no human problem which could not be solved if people would simply do as I advise.".   Besides, the mentees' perception of such mentoring relationships as trustful and respectful will be beneficial for the mentees in improving their workplace experience, perceptions, and future expectations. Therefore, if mentoring programs produced role modeling functions, they could effectively improve the expertise and skills of new nurses. between formal and informal mentoring programs and consider why mentoring works by examining the idea of social learning. Finally, the research will explore the problem in business mentoring relationships of unsuccessful pairing of mentors and mentees, and address factors that may contribute to a successful mentoring relationship.

The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships (HC) (Perspectives on Mentoring, V. 1) by Frances K. Kochan Download PDF EPUB FB2

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The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships (Hc) (Perspectives on Mentoring)Format: Hardcover. Get this from a library. The organizational and human dimensions of successful mentoring programs and relationships. [Frances K Kochan;].

The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships. Perspectives on Mentoring. Thanks for Sharing. You submitted the following rating and review. We'll publish them on our site once we've reviewed : Information Age Publishing.

The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships. Edited by: Frances K. Kochan, Auburn University A volume in the series: Perspectives on (s): Frances K.

Kochan, Auburn University. Published Organizational and human dimensions of successful mentoring programs and relationships. Greenwich, Conn.: Information Age Pub., © (DLC) (OCoLC) Material Type: Document, Internet resource: Document Type: Internet Resource, Computer File: All Authors / Contributors: Frances K Kochan.

The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships. por. Perspectives on Mentoring ¡Gracias por compartir. Has enviado la siguiente calificación y reseña.

Lo publicaremos en nuestro sitio después de haberla : Information Age Publishing. The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships (PB) de - English books - commander la livre de la catégorie sans frais de port et bon marché - Ex Libris boutique en ligne.

The Organizational and Human Dimensions of Successful Mentoring Across Diverse Settings by Francis K. Kochan,available at Book Depository with. This collection of papers examines mentoring in a variety of settings.

The 17 papers are: (1) "The Organizational and Human Dimensions of Successful Mentoring Across Diverse Settings" (Frances K. Kochan); (2) "Parents Mentoring Parents for School Success" (Nathan T.

Avani); (3) "Project Nia (Purpose): A University/School Partnership to Enhance Student Achievement and Success.

In Frances K. Kochan (Ed.), The Organizational and Human Dimensions of Successful Mentoring Programs and Relationships. Grogan's chapter begins on page This text is only partially available through the link provided; some pages are not included. positive developmental and organizational outcomes, both mentoring programs and relationships sometimes fail due to a variety of causes and problems (e.g., lack of participation, no leadership involvement, poor planning, unrealistic expectations, and “fuzzy” goals).

Successful mentoring programs require proper understanding, planning. Both principals in this type of relationship benefit in ways which have often been discussed and, accordingly, many companies have instituted formal mentoring programs.

In this article, the authors examine the benefits which flow, not strictly to the individuals involved, but to the organization that fosters mentoring relationships. programmatic standards that will empower every agency and organization, and raise the bar on what quality mentoring services look like.

We hope this edition benefits programs of all sizes and funders from every sector in creating, sustaining, and improving mentoring relationships because they are critical assets in young people’s. Mentoring was measured through Noe's (a) Mentoring Functions Scale.

It has 21 items that were developed on the basis of career and psychosocial functions identified in previous studies of. A mentoring program benefits the mentee and mentor relationship and helps the organization by building an inclusive mentoring culture centered on learning, sharing new ideas, and creating a shared vision.

A mentorship program can diminish isolation and exclusivity, while increasing engagement, retention rates, and skill development. groups,teams,programs,agencies,communities, societies/countries, and even worldwide (e.g., international affairs). The focus here will be on program/agency leadership: organizational lead-ership for organizational performance.

Another important aspect of the leadership context in the human services is the growing emphasisonevidence. Mentoring programs when not implemented correctly have a shortened life span. Research suggests that 79% to as high as 90% of mentoring programs fail due to a number of reasons.

Some of those include: 1) lack of corporate support, 2) lack of structure, 3) lack of training and 4) a culture that will not support mentoring. The organizational benefits derived from mentoring are improved retention of management staff, leadership development, effective succession planning, and increased organizational commitment on the part of protégés.

5, 6, 7 Mentoring may represent an inexpensive way to proactively influence employee attitudes and perceptions, and also reduce.

This book presents an evidence-based best practice approach to the design, development, and operation of formal mentoring programs within organizations. It includes practical tools and resources that organizations can use such as training exercises, sample employee development plans, and mentoring contracts.

In this article, I will discuss the impact a mentoring culture. can make in an organization, how mentoring differs from coaching, the value of a structured approach to mentoring and the steps to. set up a mentoring program.

Successful Mentorships Mentoring is defined as. a professional and confidential relationship between two individuals that. Informal mentoring relationships develop spontaneously and are not managed or specifically recognized as a mentoring relationship within a larger organization.

A mentor reaches out to a mentee (or vice versa) and a relationship develops which benefits the. While most of their mentoring relationships are formally arranged, wise leaders have been known to take on protégés in informal apprenticeships.

The life coach is a professional mentor, often in the organization's human resources division or an outside consultant. Staff looking to change jobs or careers often hire life coaches outside the. Kochan, F., editor.

The organizational and human dimensions of successful mentoring programs and relationships. Greenwich, CT: Information Age Publishing.

The first volume in the “Perspectives in Mentoring” series. mentoring programs are that the organizations fail to follow up on the relationships to ensure their success, solicit feedback, or require status updates (Eby & Lockwood, ).

Mentoring. protégés, the mentors and the organization.”1 These mentoring relationships occur within a structured and defined framework and involve a third party.

Often these programs have a specific goal such as helping participants develop their careers. Mentoring relationships can occur at all professional levels. The key feature of a mentoring. A successful mentoring program will not only help retain employees, it will assist your training efforts and help boost employee morale.

The meetings are not as structured and regular than in coaching. Executive mentoring is generally done by someone inside the company. The executive can learn a lot from mentoring. Human Resources and Organizational Management (HROM) // as compared with the formal program. In either case, the success of a mentor relationship is based on the mentoring programs do not take the place of the supervisor's performance.

SHRM s mentoring program is in its early stages in the Chicago chapter, but it has proven quite useful and successful in other locations. We ve covered mentoring programs before as they are particularly effective for Millennials. Mentoring is a tool that can strengthen our workforce, and help provide us with a brighter economic future.

IAP BOOK SERIES. Perspectives on Mentoring. Mentoring has become an important aspect of professional development in a wide variety of fields such as education engineering and business. There is an increased interest in the topic on a global scale.

However, when it comes to measuring the value of mentoring programs, things are less clear. Here are a couple of ideas to help you tackle the challenge. Use Leading Indicators to Develop a Story of Mentoring Success. Building a clear picture of the impact of mentoring programs requires multiple measurements over the life cycle of the program.

relationships within an organization where protégés are clearly identified as “under the wing” of a mentor—protected and nurtured over time. The term mentee is used here to refer to the broad range of individuals who may be in the role of “learner” in mentoring relationships, regardless of the age or position of the mentor and mentee.The leader as mentor, no matter what the level within the organization, is charged with contributing to creative achievement.

The mentor-protégé relationship, without the support of the culture of which it is a part, hangs on the slender thread of personal relationships and individual commitment only. Mentoring, to be affective.A modern mentoring program “centers around connecting people across an organization,” allowing for virtual relationships and multiparticipant involvement, according to .