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Mentoring & Performance: Implications for Business Organizations

Indian Journal of Industrial Relations

Volume 48 Issue 4

Published: 2013
Author(s) Name: Sushmita Srivastava, M. G. Jomon | Author(s) Affiliation: XLRI, School of Business & Human Resources, Jamshedpur, Jharkhand, India.
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Abstract

Mentoring as a concept and as a practice existed for long in organizations and its relevance is gaining momentum as years pass by. An extensive review of literature indicated that benefits of mentoring practice especially relating to individual performance is not empirically studied and reported. This paper explores how perceptions of two forms of mentoring support, the traditional and relational, influence protégés’ role-based performance outcomes. The study tested for the variance in performance outcomes due to addition of relational mentoring support. The findings shed light on the role that protégé personal learning play as mediator in transmitting the effect of the two forms of mentoring support to his/her role-based performance.

Keywords: N.A.

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