Academic journal article Academy of Strategic Management Journal

The Contribution of Mentoring on Employee's Career Development with Non-Dependent Work Relation: The Case of the Networking Company Lr Health & Beauty Systems

Academic journal article Academy of Strategic Management Journal

The Contribution of Mentoring on Employee's Career Development with Non-Dependent Work Relation: The Case of the Networking Company Lr Health & Beauty Systems

Article excerpt

INTRODUCTION

The social and economic changes that have been taken place over recent years have created new data on people's working lives (Tsitmideli et al., 2016). The rapid development of new information, technologies, communication and also demographic changes because of globalization, has put employees ahead of new challenges (Skordoulis et al., 2017). Because of these changes, the existing perception of career development has also been affected and now is characterized as a continuous process which is developed throughout an individual's life (Zapantis et al., 2017). It is therefore necessary in many cases for new employees to receive mentoring in order to successfully cope with new challenges through career development. Essentially, mentoring is a sustained relationship with a purpose for learning and growth. From the above, but also from the literature review, it is clear that mentoring and career development are two variables that are functionally related. Furthermore, mentoring is defined as an independent variable and career development of employees as a dependent variable. The variables that were mentioned before are referring in the literature review as the most crucial and important that are related to career development. The purpose of the study is to examine the contribution of mentoring on employee's career development and especially those who work with a non-dependent work relation in LR Health & Beauty Systems in Greece. In this research it was also necessary to investigate the contribution of employees' career development to mentor's characteristics and functions and the contribution between employees' career development with non-dependent work relation. In order to achieve the purpose of this study, an overview of the relevant literature was carried out and then the results of the survey were compared with these theoretical approaches.

LITERATURE REVIEW

For several years great effort has been devoted to the study of mentoring and career development. Mentoring as a term was founded in 1970 and since it is still popular in the field of business administration. From a business perspective, it was appeared essentially as a phenomenon and then it was applied to many other fields such as medicine, education, legal and social work (Fowler, 1998; Lankau & Scandura, 2002; Linney, 1999). Several authors have attempted to define mentoring. The following definitions below will be very useful in order to understand its importance: Mentoring denotes a strong interpersonal relationship between an experienced senior business executive and a new and less experienced business executive. Through this relationship, mentor provides support, advice, proper guidance and feedback on the career and personal development (Payne & Huffman, 2005). More specifically, mentoring is essentially an auxiliary link, wherein the most skilled person is called mentor, who guides and supports the professional development of another person, who is called mentee (Barton, 2001). Summarizing all the above definitions, mentoring can positively influence both mentor and mentee and it's a strong caring relationship with a view to personal and professional development both for mentor and mentee (Caffarella, 1992). Also, mentoring has been argued by many researchers that are the most effective way to transfer skills and knowledge to people who starting up their cooperation with an organization, from people who can inspire confidence (Abiddin, 2012). According to the above, the relationship between mentor and mentee can lead to positive results, not only for a contacting party, but also for the organization in which the procedure take place (Burke, 1984; Kram, 1985; Ragins & McFarlin, 1990; Betts & Pepe, 2006). The benefits for a company which implements mentoring programs are plenty, such as increasing employee productivity, job satisfaction and organizational commitment, reduce of professional burnout, improving the workplace environment, maintaining high quality service to the customer and thus improving the efficiency of a company. …

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