Innovative Mentoring

Paper Summary:

The writer proposes that all good mentoring results in improved relationships between mentor and trainee. The paper examines how, in a bureaucracy as large as the Department of Defense, mentoring may be particularly important so that valued employees do not feel like only a small cog in a large machine. The paper explores how, when employees know that the work they do is important and valued by those around them and above them, job satisfaction is likely to increase. The paper concludes that mentoring several people at once can be one way to diminish the depersonalizing aspects of working within a large bureaucracy and result in increased efficiency.

From the Paper:

"One difficulty with this approach is that it may be startling to employees who have experienced mentoring elsewhere and have a different perception of what mentoring should be (Perrewe & Young, 2004). However, establishing this group approach could be part of the mentoring and training process itself. While even in government it is important to have ties outside one's department, in complex contract work, a manager must rely on his or her employees to be able to work together as a team within that department."

Sample of Sources Used:

• Heimann, Beverly A., and Pittenger, Khushwant K. S. 2000. "Building Effective Mentoring Relationships." Review of Business 21:1, p. 38.
• Kaye, Beverly. 2002. "Reinventing the Mentoring Process." Human Resource Planning 22:1, pp. 23+.
• Perrewe, Pamela L., and Young, Angela M. 2004. "The Role of Expectations in the Mentoring Exchange: An Analysis of Mentor and Protege Expectations in Relation to Perceived Support." Journal of Managerial Issues 16:1, PP. 103+.(Perrewe & Young, 2004)
• Pielstick, C. Dean. 2002. "Formal vs. Informal Leading: A Comparative Analysis." Journal of Leadership Studies7:3, p. 99.
• Smith, Wanda J.; Howard, Jerusalem T.; and Harrington, K. Vernard. 2005. "Essential Formal Mentor Characteristics and Functions in Governmental and Non-Governmental Organizations from the Program Administrator's and the Mentor's Perspective." Public Personnel Management 34:1, pp. 31+.

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