How a felt obligation to mentor impacts mentor performance: The art of giving back fueled by an appetite for reciprocity

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 concentrates on the extent to which a felt obligation to become a mentor stems from a previous experience of being mentored. The survey results did reveal that experiencing a felt obligation to mentor does mean that a mentor conducts their role in a way that gives their protégé a higher level of satisfaction with the mentoring relationship. The authors advocate than companies concentrate on promoting participation in mentoring organically as part of developing the organization's culture, rather than putting pressure on individuals to become mentors and damaging any felt obligation they may have in the process.

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), "How a felt obligation to mentor impacts mentor performance: The art of giving back fueled by an appetite for reciprocity", Human Resource Management International Digest, Vol. 28 No. 4, pp. 23-25. https://doi.org/10.1108/HRMID-02-2020-0035