IMPACT OF MENTOR AND MENTEE RELATIONSHIP ON ORGANIZATIONAL COMMITMENT
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IMPACT OF MENTOR AND MENTEE RELATIONSHIP ON ORGANIZATIONAL COMMITMENT
Chapter One: Introduction and Background to the Study.
A mentor-mentee relationship is a personal development connection in which a more experienced or knowledgeable person (mentor) assists a less experienced or less informed person. The recipient of mentorship was traditionally referred to as a protégé or apprentice.
Today, the term “mentee” has acquired acceptability and is commonly used. Mentoring refers to the entire process.
Mentoring is a process for the informal transmission of knowledge, social capital, and psychosocial support perceived by the recipient to be relevant to work, career, or professional development;
mentoring entails informal communication, usually face-to-face and over time, between a person perceived to have more relevant knowledge, wisdom, or experience (the mentor) and a person perceived to have less (the protégé or mentee). Clawson et al. (1984).
The purpose of this research is to investigate the impact of mentor-mentee relationships on organisational commitment, utilising Deltaafrik Engineering Limited as a case study.
Deltaafrik Engineering Limited was established in 1993 and is 100% owned by Nigerians. The company was founded to provide Engineering Solutions and Services to the Nigerian Oil and Gas Industry after organisations in Nigeria and beyond, including Deltaafrik Engineering Limited, recognised the value of mentoring in improving work life, performance, commitment, and job satisfaction.
When mentoring is successfully implemented, there are measurable advantages in employee performance, retention, organisational engagement, knowledge sharing, leadership development, and succession planning (Elrich et al, 2008).
A mentor is someone who shares their years of expertise and/or education with another individual. This experience is shared in such a way that the mentor helps to enhance a mentee’s skills and talents, which benefits both the mentee and the organisation.
A strong mentoring relationship is characterised by both parties’ desire and capacity to ask questions, challenge assumptions, and disagree. It’s crucial to remember that there is no one way to mentor. Every mentoring relationship is unique to the individuals involved (Daloz, 2012).
The mentor is significantly less likely to have a direct channel of communication with the mentee, which is ideal in a mentoring relationship. Mentoring is rarely an essential component of a person’s profession, but rather an added bonus that rewards the mentor with new ideas as well as the opportunity to pass expertise and experience to a less experienced colleague, peer, or employee.
Over the last 40 years, the mentor-mentee relationship in an organisation has been lauded as a key workplace learning activity, and it has been used in a range of contexts, including government departments, hospitals, schools, and communities.
It has been utilised to facilitate the learning and development of new employees and executives, as well as talent management and retention. Not unexpectedly, its meaning varies depending on the purpose and context in which it is employed (Daloz, 1986).
Most adults may recognise someone who has had a significant beneficial impact on their lives, such as a supervisor, coach, or teacher who has served as a mentor to them.
Organisations are increasingly adopting mentoring as a professional development tool for improving efficiency, productivity, and passing on business knowledge and leadership abilities.
Coaching is not synonymous with mentoring. Mentoring is concerned with the development of the whole person and is motivated by the individual’s own work/life goals. It is typically unorganised and informal. Mentors are concerned with the individual (the mentee), their career, and their ability to grow and mature.
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