Impact of Mentor and Mentee Relationship on Organizational Commitment (a Case Study of Deltaafrik Engineering Limited)
CHAPTER ONE
OBJECTIVE OF THE STUDY
The objectives of the study are
- To find out how mentor and mentee relationship can improve commitment among the staffs of Deltaafrik Engineering Limited
- To determine the influence of the existing mentor and mentee relationship programme in Deltaafrik Engineering Limited on staff commitment.
- To determine the factors hindering the success of mentor and mentee relationship in Deltaafrik Engineering Limited
CHAPTER TWO
REVIEW OF RELATED LITERATURE
INTRODUCTION
This study is based on Albert Bandura’s (2005) Social Cognitive Theory. The theory proposes that individuals do not simply respond to environmental influences – thus observing and modelling the behaviour, attitudes, and emotional reactions of others – but rather they actively seek and interpret information (Nevid, 2009) and in this case individuals function as contributors to their own motivation, behaviour, and development within a network of interacting influences. (Schooley 2010) states that mentorship involves a formal or informal training partnership where employees receive information, advice, and guidance from an experienced professional, usually within the organization, who has expertise and a motivation to help others grow in their jobs. In a traditional sense, mentorship involves a process that brings together the inexperienced and the experienced in an attempt where the former will gain knowledge, self-confidence, skills and competencies from the later as they transit through the process (Colky and Young, 2006). (Murrell et al 2012) has differentiated these two relationships – informal and formal mentorship – along three dimensions: initiation, structure, and process. Where formal mentorship relationship is externally providedd, informal one is initiated when two people are drawn towards one another because of needs, interest or perceived similarity. Formal mentorship relationships are generally provided for a specific amount of time and pre-designed with predetermined frequency and locations for meeting between the mentor and the mentee. Understanding the mentorship approaches requires significant upfront planning before you decide the type of mentorship that best matches your organization. For mentorship program to succeed, executive-level support must be secured, the program planned well communicate to all employee on mentorship; provide upfront training for mentor and mentee and designed in a way such that employees are simply encouraged to participate, but no one is forced (Schooley, 2010). (McQuerrey 2015) articulates that in staff performance appraisal, the Key performance indicators are several. Firstly, employee’s meeting of goals. This involves measuring whether an employee has met pre-established goals during the assessment period. Secondly, it involves an assessment of employee’s participation in teamwork. In this case, an employee is rated on his/her involvement in participation of teamwork. Thirdly, employee’s skill acquired is assessed. In this case, an assessment on the employee’s job skill is done to establish whether he/she has the necessary skills to perform any assigned tasks or not.
CHAPTER THREE
RESEARCH METHODOLOGY
Research design
The researcher used descriptive research survey design in building up this project work the choice of this research design was considered appropriate because of its advantages of identifying attributes of a large population from a group of individuals. The design was suitable for the study as the study impact of mentor and mentee relationship on organizational commitment.
CHAPTER FOUR
PRESENTATION ANALYSIS INTERPRETATION OF DATA
Introduction
Efforts will be made at this stage to present, analyze and interpret the data collected during the field survey. This presentation will be based on the responses from the completed questionnaires. The result of this exercise will be summarized in tabular forms for easy references and analysis. It will also show answers to questions relating to the research questions for this research study. The researcher employed simple percentage in the analysis.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain impact of mentor and mentee relationship on organizational commitment
In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the mentor and mentee relationship on organizational commitment
Summary
This study was on impact of mentor and mentee relationship on organizational commitment. Three objectives were raised which included, to find out how mentor and mentee relationship can improve commitment among the staffs of Deltaafrik Engineering Limited, to determine the influence of the existing mentor and mentee relationship programme in Deltaafrik Engineering Limited on staff commitment, to determine the factors hindering the success of mentor and mentee relationship in Deltaafrik Engineering Limited. The total population for the study is 200 staff of Deltaafrik Engineering Limited, Lagos state. The researcher used questionnaires as the instrument for the data collection. Descriptive Survey research design was adopted for this study. A total of 133 respondents made up managers, administrative staff, senior staff and junior staff were used for the study. The data collected were presented in tables and analyzed using simple percentages and frequencies
Conclusion
This finding may expand our understanding of both mentoring and employee perceptions of justice. As commitment is a very valuable concept for organizations, particularly for employee effectiveness and retention, organizations may pay further attention to the characteristics of their mentoring program and employees’ fairness perceptions in order to enhance their commitment to the organization. Distributive justice is about employees’ perceptions of fairness in reward allocation; therefore, organizations should diligently formulate mentoring programs considering fair access of all employees due to such interaction. Furthermore, this finding suggests that employees believe their organization is fair when they perceive their mentor as fair. In conclusion, considering all of our findings, it is possible to state that an organization is likely to have committed employees when it executes a mentoring program and supports an equal and just working environment, which then results in employees satisfied with their career
Recommendation
Management of DELTAAFRIK ENGINEERING LIMITED needs to invest more in mentoring, training and employee retention schemes in host-country environment to improve employees’ organizational commitment.
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