Effects of Peer Mentoring on Types of Mentor Support, Program Satisfaction and Graduate Student Stress: A Dyadic Perspective

Examines the effects of a graduate student peer-mentoring program from the perspectives of both members of the mentoring dyad, the mentors and proteges. Results indicate that peer mentoring provides students with both increased levels of psychosocial and instrumental support, and that those with high levels of support are more satisfied with their peer mentoring relationships

Mentoring and Self-Management Career Strategies For Entrepreneurs

The purpose of this article is to examine the literature on self management and mentoring to develop practical methods of enhancing the career success of entrepreneurs. The authors believe that both behavioural and cognitive self-management strategies can be useful to entrepreneurs. These techniques include goal-setting, self-observation, self-rewards, cueing, self-talk, visualization and the active reframing of obstacles into opportunities. In addition, the varying roles and functions of mentors, including emotional, vocational and role modelling support, will have many positive benefits for both entrepreneurial proteges and mentors. Recommendations for furture research and an entrepreneurial model of career development are provided

Mentoring and Self-Management Career Strategies For Entrepreneurs

The purpose of this article is to examine the literature on self management and mentoring to develop practical methods of enhancing the career success of entrepreneurs. The authors believe that both behavioural and cognitive self-management strategies can be useful to entrepreneurs. These techniques include goal-setting, self-observation, self-rewards, cueing, self-talk, visualization and the active reframing of obstacles into opportunities. In addition, the varying roles and functions of mentors, including emotional, vocational and role modelling support, will have many positive benefits for both entrepreneurial proteges and mentors. Recommendations for furture research and an entrepreneurial model of career development are provided

Choices made in balancing work and family: following two women on a seventeen-year journey

Over the past several decades, the composition of the US labor force has changed dramatically, reflecting a consistent and substantial rise in the proportion of working women and dual-earner couples in the workforce. Such changes represent a variety of challenges for both women and their spouses. Certainly, some of the greatest of these challenges result from the expectations, concerns, and potential conflicts that often accompany the ambiguities or dissimilarities among roles such as wife/partner, mother, daughter, administrator, subordinate, or entrepreneur. To illustrate some of these dilemmas, a set of interviews are presented from 2 professional women who chose to confront these work/family issues and whose choices and refections reveal an intriguing panorama of alternative for working women

Longitudinal examination of mentoring relationships on organizational commitment and citizenship behavior

Policy-makers, courts, employers, and individuals must understand perceptual differences among individuals when managing workplace behaviors. Offensive acts that lead to employee disempowerment require particular attention as these behaviors are related to several negative organizational consequences. Women tend to be more sensitive to offensive behavior, but it is unknown whether gender or other factors explain this higher sensitivity. In this study, sensitivity to disempowering acts was assessed by measuring perceived offensiveness reported by male and female observers of videotaped segments of highly confrontive verbal exchanges. Competing hypotheses tested gender and identification with the target of disempowering acts as the underlying reason for women\u27s higher sensitivity. Findings indicated that women reported higher perceived offensiveness regardless of the gender of the target of disempowerment

The role of mentoring support and self management strategies on reported career outcomes

This study examined the contribution of self-management strategies to job outcomes for employees involved in mentoring relationships. Participants (n = 158) reported their use of three types of self-management strategies, the level of support functions provided by their mentors, and their job satisfaction and perceived career success. Results showed that individuals who used self set career goals reported greater job satisfaction and perceived career success; those who engaged in positive cognitions also had higher job satisfaction; and those who used behavioral self-management strategies reported greater perceived career success. Mentoring and self-management strategies each contributed uniquely to satisfaction and perceived career satisfaction. After controlling for amount of instrumental support provided by the mentors, positive cognitions remained predictive of perceived career success, and participation in self-set career goals were related to higher levels of job satisfaction. Moderator analysis showed that the self-management strategies appeared to be useful in the absence of certain types of mentor support

Effects of perceived attitudinal and demographic similarity on protégés support and satisfaction gained from their mentoring relationships

The purpose of this study was to examine how perceived attitudinal similarity (measured as similarity in general outlook, values, and problem‐solving approach) and demographic similarity operationalized as similarity in race and gender, affected protégés\u27 support and satisfaction from their informal mentoring relationships. Scandura and Katerberg\u27s (1988) 3‐factor scale of mentor functions was used to measure vocational, psychosocial, and role‐modeling support. Participants were 144 protégés from diverse backgrounds (54% female; 54% non‐White). Perceived attitudinal similarity was a better predictor of protégés\u27 satisfaction with and support received from their mentors than was demographic similarity

The voice of the host country workforce: A key source for improving the effectiveness of expatriate training and performance

Past research in international management has generally failed to recognize the important contributions that can be made by members of a host country workforce (HCW) in achieving success in expatriate-managed operations. This study used exploratory field interviews with 47 host country human resource and middle managers in 45 different subsidiaries owned and operated by parent companies in six different countries to identify major forms of training design input from the HCW that could be beneficial for enhancing the validity of expatriate training. A taxonomy was developed of 10 beneficial training design input categories across three HCW employee levels of operative, supervisory/middle management, and upper management for enhancing the validity of expatriate training and overall expatriate performance effectiveness. These taxonomy categories are described here with illustrations from the field interviews

Organization Development and Change Interventions: A Seven Nation Comparison

The present study compares differences in organization development (OD) interventions using Hofstede’s (1980) four dimensions of culture as a framework for studying seven countries’ practices. The seven countries examined were Finland, Ireland, the Netherlands, New Zealand, South Africa, the United Kingdom, and the United States. In general, Hofstede’s theoretical approach proved to be a useful framework for comparing OD practices as the majority of the authors’ hypotheses were, at a minimum, partially supported. However, when those hypotheses were not supported, some interesting patterns emerged that provide intriguing directions for future research