The Effect of Superiors\u27 Mentoring on Subordinates\u27 Organizational Identification and Workplace Outcomes

This dissertation investigated the relationships between subordinates\u27 perceptions of the mentoring they receive from their superiors and their reports of organizational identification and workplace experiences. Specifically, the relationships between (1) career development and psychosocial mentoring functions and organizational identification, (2) organizational identification and job satisfaction, communication satisfaction, and organizational commitment, (3) and career development and psychosocial mentoring functions and job satisfaction, communication satisfaction and organizational commitment were examined. Furthermore, the indirect effect of mentoring functions on job satisfaction, communication satisfaction, and organizational commitment through organizational identification was examined. Paid, fully-employed adults completed an online survey measuring their perceptions of mentoring from their direct superior, organizational identification, job satisfaction, communication satisfaction with their superior, and organizational commitment. Results showed significant positive relationships between (1) the career development and psychosocial mentoring functions and organizational identification, (2) organizational identification and job satisfaction, communication satisfaction, and organizational commitment, and (3) mentoring functions and job satisfaction, communication satisfaction, and organizational commitment. Results also indicated evidence of an indirect effect of mentoring functions on subordinates\u27 job satisfaction, communication satisfaction, and organizational commitment through subordinates\u27 increased organizational identification. These results suggest that organizational identification is an important factor in enhancing employees\u27 workplace experiences and that organizational leaders may consider fostering workplace environments in which employees are likely to identify with the organization

FACE THREAT, FACE SUPPORT, AND ADVICE EFFECTIVENESS FOLLOWING INFIDELITY

This study examined advice interactions following infidelity. Participants (N = 213) completed a survey concerning an instance on infidelity and a subsequent advice interaction. Injured party perceptions of advice interactions were measured by examining advice messages, perceived face threat, and perceived face support, in addition to perceived effectiveness of the advice message. Results from this study showed no significant differences in perceived face threat, perceived face support, or advice effectiveness between different advice messages. Results also indicated both positive and negative face threat as negative predictors of advice effectiveness. While negative face support was a positive predictor of advice effectiveness, positive face support was a negative predictor. When controlling for relational closeness, negative face support was the only significant predictor of advice effectiveness

The Effect of Superiors' Mentoring on Subordinates' Organizational Identification and Workplace Outcomes

This dissertation investigated the relationships between subordinates’ perceptions of the mentoring they receive from their superiors and their reports of organizational identification and workplace experiences. Specifically, the relationships between (1) career development and psychosocial mentoring functions and organizational identification, (2) organizational identification and job satisfaction, communication satisfaction, and organizational commitment, (3) and career development and psychosocial mentoring functions and job satisfaction, communication satisfaction and organizational commitment were examined. Furthermore, the indirect effect of mentoring functions on job satisfaction, communication satisfaction, and organizational commitment through organizational identification was examined. Paid, fully-employed adults completed an online survey measuring their perceptions of mentoring from their direct superior, organizational identification, job satisfaction, communication satisfaction with their superior, and organizational commitment. Results showed significant positive relationships between (1) the career development and psychosocial mentoring functions and organizational identification, (2) organizational identification and job satisfaction, communication satisfaction, and organizational commitment, and (3) mentoring functions and job satisfaction, communication satisfaction, and organizational commitment. Results also indicated evidence of an indirect effect of mentoring functions on subordinates’ job satisfaction, communication satisfaction, and organizational commitment through subordinates’ increased organizational identification. These results suggest that organizational identification is an important factor in enhancing employees’ workplace experiences and that organizational leaders may consider fostering workplace environments in which employees are likely to identify with the organization