The role of gender in youth mentoring relationship formation and duration

The role of gender in shaping the course and quality of adult-youth mentoring relationships was examined. The study drew on data from a large, random assignment evaluation of Big Brothers Big Sisters of America (BBSA) programs [Grossman, J. B., & Tierney, J. P. (1998). Does mentoring work? An impact study of the Big Brothers Big Sisters program. Evaluation Review, 22, 403-426], and focused on variables associated with youth’s relationships with their parents and mentors. At baseline, girls reported significantly lower levels of parental trust and higher levels of alienation from their parents than boys. Nonetheless, girls’ mentoring relationships lasted significantly longer than those of boys. Moreover, girls were less satisfied than boys in short- and medium-term relationships, but were more satisfied than boys in long-term relationships. Similarly, girls in long-term relationships rated mentoring as more helpful than either the boys or the girls in the shorter-term relationship groups. Particularly in light of the heightened mistrust and alienation from parents at baseline, and the role of improved parent relationships in mediating the effects of mentoring, the protective aspect of longer-lasting mentoring relationships may be particularly salient for girls.     

Antecedents of mentoring support: a meta-analysis of individual,relational, and structural or organizational factors

The value of mentoring is growing substantially as organizations take a renewed interest in employee development to better survive in the dynamic and competitive market today. In the wake of this renewed interest, this meta-analysis was conducted to quantitatively review the multi-level antecedents (e.g., individual, relational, and structural/organizational) of different kinds of mentoring support (e.g., career, psychosocial, role modeling) in organizational settings and to revisit the theoretical underpinnings of each antecedent. Results indicated some key antecedents of mentoring support at individual (e.g., protégé's proactivity, protégé's learning goal orientation, mentor's transformational leadership), relational (e.g., affect based trust, perceived similarity), and structural/organizational levels (e.g., organizational support for mentoring, supervisory mentoring). Recommendations for future research and organizational practice of mentoring are presented.     

Antecedents and outcomes of career plateaus: The roles of mentoring others and proactive personality

Although mentoring others and career plateaus are both common experiences for seasoned employees, they are rarely examined together. In this study, we considered mentoring others as an antecedent of career plateaus and emotional exhaustion and turnover intentions as outcomes of career plateaus for mentors. We also examined the moderating role of mentors' proactive personality. Results of hierarchical regression analyses based on 188 mentoring dyads indicated that career-focused mentoring alleviated both hierarchical and job content plateauing perceptions. Mentors' proactive personality moderated the relationship between career-focused mentoring and hierarchical plateauing such that the negative relationship is stronger for low proactive personality mentors. Hierarchical plateaus were positively related to mentors' emotional exhaustion and turnover intentions whereas job content plateaus only positively related to turnover intentions. Proactive personality moderated the relationship between job content plateaus and mentors' work-related attitudes such that the positive relationships were stronger for more proactive mentors. The implications and future research suggestions are discussed.     

The role of a mentoring group for family therapy trainees and therapists of color

This article discusses the development, process, and impact of a mentoring group for family therapists of color. A within-group process for trainees of color in a predominantly White institution can provide a valuable resource for support, validation, empowerment, and collective action. The article examines how such mentoring promotes the effectiveness of therapists of color, as well as the practices and goals of social justice and diversity within training institutions and the field in general. Reflections and recommendations for implementing such a group are offered, as well as a personal narrative of a group member's experience of finding her voice in the group.     

Mentoring Interns and Postdoctoral Residents in Academic Health Sciences Center

This article was co-authored by a senior mentor and one of her students who worked with her as both an intern and a postdoctoral fellow. It is an expanded version of a presentation given by the first author after receiving the Association of Psychologists in Academic Health Centers (APAHC) Distinguished Achievement in Teaching Award. The article offers a historical view on mentoring, defines and describes the term, and delineates the characteristics of good mentors and mentees. The significant impact of mentoring on the professional and personal development of psychology interns and postdoctoral residents and their mentors in academic health centers is explored. Techniques for developing, maintaining, and promoting effective mentoring relationships are provided and the ethical considerations related to mentoring are examined. This article is based upon an invited address, “Mentoring of Predoctoral Interns and Postdoctoral Fellows in an Academic Health Sciences Center” given by the first author in recognition of the author’s receipt of the Association of Psychologists in Academic Health Centers 2005 Award for Distinguished Achievement in Teaching. The address was presented at the Annual meeting of the American Psychological Association, New Orleans, LA, August, 2006.     

The Separate, relative, and joint effects of employee job performance domains on supervisors’ willingness to mentor

The purpose of our study was to further elucidate how employees should behave at work to increase their chances of being mentored by their immediate supervisor. To that end, we experimentally tested how three domains of employee performance [task performance (TP), organizational citizenship behavior (OCB) targeting the supervisor, and counterproductive work behavior (CWB) targeting coworkers] affect supervisors’ willingness to mentor. Each performance domain affected willingness to mentor. OCB had the weakest of the three main effects. Finally, the positive effect of TP was stronger when employees displayed less CWB.     

What matters most? The relative role of mentoring and career capital in career success

This study used a career capital framework to compare the relative role of mentoring and three other forms of career capital (human, agentic, and developmental network capital) in predicting career success. Using a three-wave longitudinal design we found that mentoring added value, above and beyond the other forms of career capital, in predicting promotions and advancement expectations. However, although mentoring mattered for career success, it represented just a part of a constellation of career resources that are embedded within individuals and their relationships. Implications for future research are discussed.     

工作投入研究的现状

工作投入指的是一种与工作相关的积极、完满的情绪与认知状态,具有持久性和弥散性的特点。工作投入对个体的工作绩效和某些工作态度及行为变量,以及顾客满意度、生产力、利润率和单位总体绩效等组织结果变量均具有一定的影响。工作投入的影响因素包括个体特征因素、与工作相关的因素以及与家庭相关的因素等3个方面。文章在对工作投入的相关研究进行全面述评的基础上,指出未来的研究有必要进一步加强对工作投入的干预机制等五方面问题的探讨     

主管承诺理论研究述评

主管承诺（supervisory commitment or commitment to supervisor）是20世纪80年代以来在组织承诺（organizational commitment or commitment to organization）基础上发展起来的员工承诺理论的一个分支。对它的测量,学者们主要是借鉴Allen和Meyer与O’Reilly和Chatman对组织承诺的测量方法,目前属香港学者陈振雄的测量最为细致和全面。对影响主管承诺的前因,学者们目前探索到文化、感受主管支持（PSS）和领导—成员交换（LMX）三个因素。对主管承诺的结果,学者们普遍认为,主管承诺比组织承诺更能影响员工的工作绩效和组织公民行为（OCB）,但在对工作满意感和跳槽意图的影响上还存在不同的意见。另外,在目前大多数学者的研究中,主管承诺与组织承诺是并列关系,但Hunt和Morgan更主张二者是因果关系,而且是主管承诺带来组织承诺。在全面述评的基础上,作者对未来的研究提出了四点展望。     

Predictors of Workaholism Components and Behaviors

This study examined the relationship of three types of predictors of self-reported workaholism components and workaholic job behaviors: individual demographics, work situation characteristics, and two substantive workaholism antecedents (personal beliefs and fears, perceptions of organizational support of work-personal life imbalance). Data were collected from 530 women and men managers and professionals using anonymous questionnaires. The three blocks of predictors explained statistically significant but moderate levels of variance in workaholism components and workaholic job behaviors. The two substantive workaholism antecedents showed somewhat consistent relationships with the criterion measures. Participants more strongly endorsing the beliefs and fears and participants perceiving greater organizational support of work-personal life imbalance generally indicated higher levels of workaholism components and workaholic job behaviors.