MENTORING (INTRODUCTION)
ORGANISATIONAL POLITICS
OBJECTIVE OF THE
STUDY
Mentoring becomes increasingly important in todays age of
social learning , where the economic climate is such that it
has made mentoring a necessary activity for continuous
development and learning.
The study here intends to focus on
Research methodology
1.
Percentage Analysis
2.
Chi-square analysis
3.
Correlation
QUESTIONAIRRE
1.Mentoring
QUESTIONAIRRE(cont.)
16.
How
PERCENTAGE ANALYSIS(cont.)
Formal/informal mentoring
Is mentoring compulsory or
voluntary in nature in your
dont know ; 4%
organisation?
informal ; 30%
formal; 60%
dont know ; 2%
voluntary; 47%
compulsory; 49%
PERCENTAGE ANALYSIS(cont.)
no ; 68%
yes; 19%
My desire to participate in
the mentoring program
is:
neutral; 19%
low ; 2%
high; 58%
PERCENTAGE ANALYSIS(cont.)
yes ; 49%
no; 28%
no ; 40%
yes ; 72%
very apolitical; 2%
apolitical; 11%
no impact; 23%
PERCENTAGE ANALYSIS(cont.)
no knowledge; 2%
excellent; 9%
moderate ; 34%
agree; 64%
Data analysis(Rank
correlation)
Rx
Effectiveness
Ry
[ Rx- Ry ]
participa
D2
te
Very
11
Highly
3.5
0.5
high
High
31
effective
Effective
1
3
Neutral
10
Cant say
1
1
3.5
-0.5
1.5
0.5
Low
Ineffective
1
0
Very low
Highly
1.5
-0.5
ineffective
D2 = 1
Rank correlation
Rx
Degree of
Ry
[ Rx- Ry ]
politics
Very
Highly political
-2
low
Low
Moderately
-2
-2
Neutral
Slightly
7
2
High
0
3
political
Apolitical
1
6
Very
1
1
Very apolitical
high
D2 = 30
HYPOTHESIS TESTING
HYPOTHESIS TESTING
HYPOTHESIS TESTING
FINDINGS
Majority of the organisations have a formal approach towards mentoring , they have
organisation supported formal mentoring programs .
Many organisations pre-train their staff before they are allowed to enter in a mentoring
relationship .
Most employees have a good knowledge of mentoring , which seem to have been gained
majorly from personal mentoring experiences.
Almost three quarters of employees surveyed have had a mentoring moment in their
career .
Almost all employees agree that mentoring would help them have an evolving career and
develop their potential .
Time commitments, office politics and lack of support from the top management are some
of the reasons that would keep employees from applying to such programs .
Majority of the organisations have significant amount of politics prevalent at their offices .
Traditional form of mentoring where somebody senior in rank is the mentor is still the most
common form of mentoring .
FINDINGS(cont.)
The higher the desire to participate in the program ,the more fruitful the
relationship is.
RECOMMENDATIONS
Since a lot of employees reported that time commitments are keeping them
from applying to such programs , so what the organisations can do is
allocate some special time solely for mentoring purpose so that employees
dont have to take out time from their own schedule .
To keep the effect of politics away from such programs one should encourage
formal programs where matching the mentor with the mentee is not left to
the employees themselves .
RECOMMENDATIONS(co
nt.)
LIMITATIONS
Best way to examine a mentoring relation would have been to get the
question answered from both mentor and mentee in a dyad , but it was
difficult to spot such dyads and make them participate in the study.
There was no perfect metrics to measure the prevalent politics ,we were
only dependent upon the perception of politics of the respondent .
The no of respondents were limited and at times may have given false
information.
THANKYOU