The nature of mentorship in an industrial goods and services company

Purpose: The purpose of this study was to investigate the nature of a mentorship programme and to develop a holistic mentorship model to assist organisations in the effective implementation of mentorship programmes. Problem investigated: Mentorship programmes are often implemented in an uncoordinated fashion, resulting in failure. Organisations do not experience the true benefit of mentorship, because not all the factors that have an impact on the success of such an intervention are considered beforehand. Methodology: Phenomenological, semi-structured interviews were conducted with mentors and protégés (N=10), to gain insight into their experience of mentorship programmes. Findings and implications: The results indicated that the mentorship programme and relationship are processes that function interdependently to ensure the success of such programmes. The results further showed that this process needs to be well planned, implemented and evaluated in an attempt to increase the return on investment. Value of the research: Mentorship programmes have the potential of improving organisations' effectiveness. It is therefore of value to approach mentorship in a holistic, well-planned and integrated manner. Conclusion: A holistic, systems view of mentorship would assist organisations in implementing successful mentorship interventions

The Human Resource function contribution to human development in South Africa

Orientation: This article discusses the extent to which human under-development in South Africa and the consequent societal problems of poverty and inequality are addressed by the work of HR practitioners. Research purpose: The purpose of the study was to provide empirical evidence of the appropriateness of current HR practice in South African socio-economic conditions and to make suggestions for improvement. Motivation for the study: Societal problems caused by human under-development are impacting more and more on organisations in South Africa. It is currently not known to what extent and in what way HR work contributes to the improvement of this situation. Research design and method: An interpretive approach was adopted. Qualitative methods within a basic qualitative study strategy were used, including interviewing and a focus group. A sample of 50 individual HR practitioners at various organisational levels was interviewed. Data were analysed by means of thematic analysis. Main findings: Societal problems caused by human under-development impact tremendously on the daily work of HR practitioners. Many HR practitioners do play an Employee Advocate role within the workplace but do not see this role as extending further to any degree. Some role models of more strategic responses were found. Practical/managerial implications: HR practitioners would better fulfil their mandate to work for the success of their organisation if they took pro-active steps to accelerate human development outside their organisations. Contribution/value-add: Empirical evidence is presented to support efforts to broaden the focus of HR work to human development. This linkage has not previously been researched

Institutionalising ethics in organisations.

The phenomenon exists that organisations do not do much to ensure the institutionalisation of business ethics in general, and more specifically, the ethical behaviour of their employees. The possibility that mentoring may act as a vehicle to institutionalise corporate ethical practices was proposed as a possible solution to the aforementioned problem. This possibility was formulated in the form of a research question. A literature study on mentoring and ethics was applied as theoretical foundation to this research. The aim of this part of the study was to answe r the first six research sub-questions related to mentoring and ethics. A qualitative study followed to answer the remaining sub-questions , namely whether organisations do make use of mentoring as a tool to institutionalise ethical behaviour; to establish how organisations make use of mentoring to institutionalise ethical behaviour; and whether mentoring is a suitable vehicle to institutionalise corporate ethical practices. From this study, it became evident that organisations do implement mentoring to a certain extent, but do not formally use mentoring as a tool to convey ethical messages. This study revealed that mentors transfer ethical messages on an informal basis, although the organisation does not expect them to do so. Further, no previous research could be found on the role of mentoring in the institutionalisation of business ethics. All participants of this study agreed that mentoring would be suitable as vehicle to institutionalise corporate ethical principles. This process needs to be formalised and integrated. An integrated model of mentoring in the institutionalisation of business ethics was generated which highlights the compatibility of these two processes. This model could be a handy tool firstly for designers of mentoring programmes, secondly for organisations implementing mentoring programmes and finally for tertiary institutions that train managers.Prof. LJ Van Vuure

Developing and supporting coordinators of structured mentoring schemes in South Africa

Orientation: Mentoring is considered to be such an important contributor to accelerated people development in South Africa that structured mentoring schemes are often used by organisations. There are at present few sources of development and support for coordinators of such schemes. Research purpose: The aim of this research is to discover what the characteristics of coordinators of structured mentoring schemes in South Africa are, what is required of such coordinators and how they feel about their role, with a view to improving development and support for them. Motivation for the study: The limited amount of information about role requirements for coordinators which is available in the literature is not based on empirical research. This study aims to supply the empirical basis for improved development and support for coordinators. Research design and method: A purposive sample of 25 schemes was identified and both quantitative and qualitative data, obtained through questionnaires and interviews, were analysed using descriptive statistics and thematic analysis. Main findings: Functions of coordinators tend to be similar across different types of mentoring schemes. A passion for mentoring is important, as the role involves many frustrations. There is little formalised development and support for coordinators. Practical/managerial implications: The study clarifies the functions of the coordinator, offers a job description and profile and makes suggestions on how to improve the development of the coordinator’s skills. Contribution/value-add: An understanding of what is required from a coordinator, how the necessary knowledge and skills can be developed and how the coordinator can be supported,adds value to an organisation setting up or reviewing its structured mentoring schemes

Organisational readiness for introducing a performance management system

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change.Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives

Exploring the contemporary ethical challenges in coaching psychology in South Africa

Orientation: This article focuses on the contemporary ethical challenges in coaching psychology in the South African context.Research purpose: The primary objective was to qualitatively explore the contemporary ethical challenges faced by coaching psychologists when coaching clients and organisations and develop an exploratory framework of ethical challenges. Motivation for the study: There may not be sufficient practical guidance to resolving the ethical challenges coaching psychologists encounter when coaching clients within organisations.In addition, available codes of ethics may not fundamentally cover all important ethical challenges, particularly in the South African context. Research approach, design and method: An interpretative paradigm with an explorative approach was applied. Semi-structured interviews and the Delphi technique were used to gather data from 16 participants who were purposively selected: six coaching psychologists were interviewed, whilst feedback from 10 expert panel members was obtained using the Delphi technique. The data was analysed using thematic analysis. Main findings: The findings point to a number of common ethical challenges in coaching psychology, as well as the typical ethical principles used by psychologists who coach as a guide to best ethical practice. The exploratory framework represents the broad systemic outline of factors that contribute to the ethical challenges and articulates these from the coach’s, coachee’s and organisation’s perspective. Practical/managerial implications: The framework can be applied by professionals and coaching clients and can be utilised proactively in identifying potential ethical challenges in the coaching relationship. Contribution/value-add: The framework identifies ethical principles that could be used as the foundation for a code of ethics in coaching psychology