Are mentors less likely to quit their job? Understanding the interplay of external mentoring participation, work engagement, and mentor-mentee relationships

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper concerns itself with uncovering the capacity of voluntary external mentoring participation to boost a mentor’s work engagement and thereby reduce their level of intention to quit their job. As predicted, the results strongly demonstrate that performing such a mentoring role elevates work engagement, which in turn reduces the mentor's desire to quit their job. A further insight transpired that this effect is intensified when the mentor and mentee meet at a high frequency and when the mentor is satisfied with their mentee.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "Are mentors less likely to quit their job? Understanding the interplay of external mentoring participation, work engagement, and mentor-mentee relationships", Human Resource Management International Digest, Vol. 28 No. 4, pp. 3-5. https://doi.org/10.1108/HRMID-02-2020-0026