The Role of Mentoring Others in the Career Plateauing Phenomenon

The purpose of the present study is to investigate relationships between mentoring others, perceptions of career plateauing, and job attitudes. A total of 306 government employees located in the southeastern United States completed surveys (50.08% response rate). Of these, 110 reported experience as a mentor. As expected, the results indicated that mentoring others was associated with more favorable job attitudes, whereas greater job content and hierarchical plateauing was associated with less favorable job attitudes. The results provided mixed support that mentoring others may alleviate the negative consequences associated with career plateauing. Specifically, the results indicated that mentor experience and psychosocial mentoring moderated the relationship for job content plateauing. Similar relationships were not found for hierarchical plateauing. Implications and future research suggestions are provided

A comparative study of performance appraisals, incentives and rewards practices in domestic and multinational enterprises in the country of Brunei Darussalam

Very little work in the past has focused on the comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises (MNEs). The majority of the work in this area has instead concentrated on comparing the HRM practices utilised by the subsidiaries of MNEs, and has mostly been conducted in the context of developed countries. In this paper, we examine how the HR practices of appraisals, rewards and incentives are offered, explained and monitored in domestic enterprises (DEs) versus MNEs, and how they are similar or different in nature. This paper is based on primary data collected from a cross-section of firms operating in the country of Brunei Darussalam – a context within which no previous work of this nature has been undertaken. An analysis reveals several interesting results: HR practices are more advanced and better structured in MNEs that conduct performance appraisals (PA) more frequently than DEs, and their feedback system is also rapid; incentives and rewards systems in MNEs follow market ethos and principles; the HR directors and employees of MNEs are more receptive to PA than those in DEs whilst, in contrast to DEs, incentives and rewards systems in MNEs follow market ethos and principles. Furthermore, with regard to size, younger firms are more likely to be following market principles in terms of explaining incentives and rewards systems to their employees, whilst older firms claim that working for them carries social and psychological benefits for employees