Downsizing and the willingness to mentor

Abstract

Purpose

This paper aims to examine how employee perceptions of organizational context relate to willingness to mentor. This research will help organizations to understand the relationship between organizational context and willingness to mentor to encourage mentoring.

Design/methodology/approach

This study used a survey approach. Employees who worked in the development, production and marketing of pharmaceuticals were administered a survey questionnaire. Data were analyzed through structural equation modeling.

Findings

The findings showed that the downsizing experience was negatively related to willingness to mentor, and the threat of being downsized was negatively related to perceived organizational support. In contrast, perceived organizational support was positively related to organization-based self-esteem, which, in turn, was positively related to willingness to mentor.

Research limitations/implications

The relationship between perceived organizational support and organization-based self-esteem, with its subsequent positive effect on willingness to mentor, indicates the importance of organizations’ providing their employees with needed organizational support. Conversely, the negative relationship between the downsizing experience and willingness to mentor, and the threat of being downsized and perceived organizational support, indicates the need to separate mentoring programs from downsizing events even if it means delaying the initiation of a mentoring programs.

Originality/value

Research on the impact of organizational context on willingness to mentor is limited, and this study helps to address that gap.

Citation

Bear, S.E. and Hwang, A. (2017), "Downsizing and the willingness to mentor", Journal of Workplace Learning, Vol. 29 No. 2, pp. 82-94. https://doi.org/10.1108/JWL-05-2016-0036