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Book part
Publication date: 16 November 2020

Nimruji Jammulamadaka

This chapter presents digital reverse mentoring as a novel kind of human and technological resource management intervention. It presents a case study of digital reverse

Abstract

This chapter presents digital reverse mentoring as a novel kind of human and technological resource management intervention. It presents a case study of digital reverse mentoring at a large metal multinational. It highlights the various design elements of digital reverse mentoring that contribute towards achieving digital transformation and rebuilding of mindsets in the company. Through the case study the chapter also suggests that HRM needs to look beyond adoption of technological tools to actively participate in addressing the strategic concerns of digital transformation in a company.

Details

Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0
Type: Book
ISBN: 978-1-83867-224-9

Keywords

Article
Publication date: 30 March 2021

Neha Garg, Wendy Murphy and Pankaj Singh

Reverse mentoring and job crafting are innovative, employee-driven job resources that can lead to positive organizational outcomes. The purpose of this paper is to explore…

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Abstract

Purpose

Reverse mentoring and job crafting are innovative, employee-driven job resources that can lead to positive organizational outcomes. The purpose of this paper is to explore the role of work engagement in mediating the association of these resources with work performance and work withdrawal behavior.

Design/methodology/approach

Hypotheses were tested using structural equation modeling on data obtained from 369 software developers in India.

Findings

Findings demonstrate that reverse mentoring and job crafting are positively related to work engagement, which, in turn, increase performance and decreases work withdrawal behaviors. Work engagement partially mediates the association of job crafting with both outcomes. In contrast, work engagement fully mediates the relationship between reverse mentoring and withdrawal behavior and partially mediates the relationship between reverse mentoring and work performance.

Research limitations/implications

This study is a cross-sectional, survey design in the understudied technical industry in India, which may limit generalizability. However, the authors also connect the previously unrelated literatures on reverse mentoring and work engagement and develop a scale for use in future reverse mentoring studies.

Practical implications

This study provides evidence to support practitioners in implementing resources for reverse mentoring and job crafting to increase work engagement among employees and subsequent positive outcomes.

Originality/value

Organizations can support reverse mentoring and job crafting as cost effective employee development tools. The research focuses on the mentors, who tend to be the less experienced and younger counterparts in a reverse mentoring pair and a critical part of the workforce for the growing IT industry.

Details

Career Development International, vol. 26 no. 2
Type: Research Article
ISSN: 1362-0436

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Article
Publication date: 1 June 2021

Sanghamitra Chaudhuri, Sunyoung Park and Karen R. Johnson

The purpose of this study is to systematically review the practice of reverse mentoring and draw a timeline of the research over the past two decades. Considering the…

Abstract

Purpose

The purpose of this study is to systematically review the practice of reverse mentoring and draw a timeline of the research over the past two decades. Considering the novelty of this intervention, this paper proposed an agenda for future research on this burgeoning topic.

Design/methodology/approach

By adopting narrative literature review and Gregory and Denniss’ (2018) four-step process, this paper reviewed 54 studies grounded in conceptual, literature review and empirical research published between 1998 and 2020.

Findings

The articles included in the literature review on reverse mentoring research were summarized according to journal publications, research methodologies, contextual settings, theoretical framework, purpose and outcomes. Reverse mentoring studies are dominantly published in educational journals using primarily qualitative and conceptual approaches to explore both academic and business contexts within the USA and Europe. Theories frequently used to frame and examine the need of reverse mentoring included social exchange theory and leader-member exchange theory. The fundamental purpose of reverse mentoring research is to transfer knowledge and to bridge the technology divide between intergenerational groups. Reverse mentoring has been used to promote inclusivity between multiple generations in relation to gender, ethnicity and culture.

Originality/value

As per the knowledge, this is the first-ever comprehensive English summary of reverse mentoring research done in the past two decades. Findings from this research can be used to better understand reverse mentoring research trends and directions.

Details

European Journal of Training and Development, vol. 46 no. 5/6
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 13 September 2021

Neha Garg, Wendy Marcinkus Murphy and Pankaj Singh

This paper examines whether employee-driven practices of reverse mentoring and job crafting lead to work engagement and, in turn, to higher levels of prospective mental…

Abstract

Purpose

This paper examines whether employee-driven practices of reverse mentoring and job crafting lead to work engagement and, in turn, to higher levels of prospective mental and physical health.

Design/methodology/approach

Integrating social exchange theory and the job demands and resources model as theoretical frameworks, survey data were collected from 369 Indian software developers to test the research model. Latent variable structural equation modeling was used to empirically test the hypothesized associations.

Findings

The findings reveal that both reverse mentoring and job crafting are significantly associated with work engagement. Work engagement fully mediated the negative relationship between 1) reverse mentoring and mental ill-health and 2) job crafting and physical ill-health, while it partially mediated the negative relationship between 1) reverse mentoring and physical ill-health and 2) job crafting and mental ill-health.

Practical implications

The results demonstrate that by implementing the practices of reverse mentoring and job crafting, managers can achieve desired levels of engagement among employees and sustain organizational productivity by promoting employee health and well-being.

Originality/value

This study is one of the early attempts to empirically demonstrate the associated health outcomes of reverse mentoring and job crafting.

Details

Journal of Organizational Effectiveness: People and Performance, vol. 9 no. 1
Type: Research Article
ISSN: 2051-6614

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Article
Publication date: 17 July 2020

Katarzyna Gadomska-Lila

Demographic changes and consequent diversification of teams of employees in organisations require us to change one’s approach to managing human resources and to search for…

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Abstract

Purpose

Demographic changes and consequent diversification of teams of employees in organisations require us to change one’s approach to managing human resources and to search for new methods adjusted to contemporary challenges. One of such methods is reverse mentoring. It is a new form of mentoring where the younger employee is the mentor sharing expertise with the older employee. The purpose of this article is to identify advantages that reverse mentoring offers individuals who participate in the mentoring relationship – the younger mentor and the older mentee, and the entire organisation, as well as to identify conditions conducive to revealing desired advantages.

Design/methodology/approach

The article presents results of empirical research conducted based on the qualitative method and semi-structured individual interviews. The research focussed on five pairs from five different organisations operating in Poland who applied reverse mentoring as well as managers or human resources managers of these enterprises.

Findings

Research results show that reverse mentoring may offer numerous advantages to both individuals engaged in the relation (the mentor and the mentee) and the entire organisation. Thus, reverse mentoring seems to be an efficient tool for sharing knowledge, creating engagement, developing leadership and, first and foremost, building intergenerational relations based on mutual acceptance. Conclusions drawn from the research show that efficacy of reverse mentoring depends on the level of engagement in the mentor/mentee relation and the level of organisational support – engagement of the officers, supportive organisational culture and atmosphere conductive to cooperation.

Research limitations/implications

One of the limitations of the research is the fact that reverse mentoring is not common in Polish organisations, thus the number of the interviews is limited. Furthermore, the data were collected from companies operating in Poland and they refer to one cultural circle. Another limitation is closely connected with the nature of qualitative research, as the research findings may be influenced by the personal perspective of participants.

Practical implications

The paper helps managers to build intergenerational relations. It encourages the use of reverse mentoring by emphasising its various benefits. It also specifies the conditions which need to be taken into consideration in order to increase the chances of enjoying the benefits, especially the necessity to prepare individual development plans adjusted to the needs and expectations of participants, proper selection of pairs for the mentoring relation and sufficient preparation of each party to the relation. This knowledge may be used by practitioners of managing human resources to develop organisational support for mentoring programmes.

Social implications

The paper presents reverse mentoring as an opportunity for intergenerational knowledge sharing and developing intergenerational cooperation.

Originality/value

The results of the research extend the knowledge in the area of applying reverse mentoring to create intergenerational relationships. So far, this subject has received limited attention in the literature. Since reverse mentoring is not a widespread method, and research in this area is relatively rare, the value of the paper is to fill the gaps in this subject.

Details

Journal of Organizational Change Management, vol. 33 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

Book part
Publication date: 12 June 2020

Nimruji Jammulamadaka

This chapter dwells upon reverse mentoring as a specific kind of mentoring practice. This chapter draws upon a consulting assignment on reverse mentoring at a global metal…

Abstract

This chapter dwells upon reverse mentoring as a specific kind of mentoring practice. This chapter draws upon a consulting assignment on reverse mentoring at a global metal company in India. Presented in the form of a case study, this chapter highlights the possible conditions under which reverse mentoring becomes a strategic HR initiative in an organization. It does this by drawing attention to various contextual dimensions such as organizational culture of the firm, the socio-cultural and economic context of the firm. After describing the process of setting up a reverse mentoring program, it also suggests the manner in which reverse mentoring addresses some of concerns arising from such a context, as well as the manner in which efficacy of the practice is likely to be impacted by those conditions such as high power distance.

Article
Publication date: 17 July 2020

Vesna Damnjanovic, William Proud and Milos Milosavljevic

Management education has received an immense amount of attention from both scholars and practitioners in the last few decades. Most research efforts have aimed at…

Abstract

Purpose

Management education has received an immense amount of attention from both scholars and practitioners in the last few decades. Most research efforts have aimed at improving classroom education processes, programs and outcomes. Only a limited amount of research has focused on extracurricular activities such as mentoring top talented students for international business case competitions. This paper aims to examine the knowledge flow between mentors and strategic management undergraduates while they prepare for international business case competitions. This flow provides the opportunity for the development of phronetic skills, knowledge and leadership potential of undergraduates.

Design/methodology/approach

To understand the flow, 55 mentors worldwide were examined to provide evidence of their mentoring practices, perceived development of undergraduates and reverse learning of the business schools' top talents. For the analysis, the study used partial least squares–structural equation modeling.

Findings

The results of the study indicate that extracurricular mentoring of business case competitors strongly affects their development and creates recursive effects on the development of mentoring activities.

Research limitations/implications

Given the parsimony of mentors for premier global case study competitions, the findings of this study cannot easily be generalized to mentoring as such.

Originality/value

Despite the importance of the topics, to the best of the authors’ knowledge, a study of this kind has never been conducted before. For the construct of the authors’ model, the study was inspired by the multistage mentoring process theory.

Details

EuroMed Journal of Business, vol. 16 no. 2
Type: Research Article
ISSN: 1450-2194

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Article
Publication date: 21 December 2021

Marian van Bakel, Vlad Vaiman, Charles M. Vance and Arno Haslberger

To enlarge the focus on international mentoring beyond traditional company-assigned expatriates, this conceptual paper examines important contexts and dynamics of…

Abstract

Purpose

To enlarge the focus on international mentoring beyond traditional company-assigned expatriates, this conceptual paper examines important contexts and dynamics of intercultural mentoring involving traditional expatriates and host country nationals (HCNs), with both as mentors and mentees.

Design/methodology/approach

This conceptual paper explores how intercultural mentoring in different contexts can guide the individual professional development of expatriates and HCNs, and in doing so, contributes to MNC knowledge management and organization development.

Findings

Major contributions of this paper include increased attention to the role of culture in mentoring, and an illumination of important intercultural mentoring opportunities and imperatives involving traditional company-assigned expatriates and HCNs, who are key global talent players in MNC knowledge management and overall operations performance. This paper also provides practical recommendations on how organizations can facilitate mentoring within a global context, as well as suggestions for viable avenues for future research, including further extending the global talent reach of international mentoring.

Originality/value

This paper emphasizes the importance of taking the intercultural context into account when planning and managing mentoring in MNCs and outlines how culture can affect mentoring relationships involving traditional company-assigned expatriates and HCNs. This contextual aspect has often been neglected in the extant literature, yet can be crucial for the success of mentoring relationships that cross cultural borders. With its inclusion of HCNs, this paper also expands the picture of international mentoring beyond the traditional focus on company-assigned expatriates.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 10 no. 1
Type: Research Article
ISSN: 2049-8799

Keywords

Book part
Publication date: 16 March 2020

Paul Lim and Andrew Parker

Abstract

Details

Mentoring Millennials in an Asian Context
Type: Book
ISBN: 978-1-78973-484-3

Book part
Publication date: 21 November 2022

Judie Gannon, Sally Bonneywell, Colleen Harding and Sally Jackson

This chapter aims to examine the ways coaching and mentoring are currently leveraged to deliver leadership development in higher education institutions. By exploring the…

Abstract

This chapter aims to examine the ways coaching and mentoring are currently leveraged to deliver leadership development in higher education institutions. By exploring the variety of coaching and mentoring approaches and their deployment at different levels and across different institutions we are able to indicate opportunities for further enhancing leadership development in the sector through coaching and mentoring. The chapter examines peer-reviewed articles, sector reports and insights from key informants crafted into mini case studies. Mentoring emerges as a default approach to leadership development, in particular at early career stages and where inclusivity and diversity feature as part of leadership development programmes. Coaching is evident at the senior levels and offers a wider range of individual leader, senior team and organisational leadership development opportunities. Our cases highlight the range of responses and sophistication of coaching approaches and practices, from the highly embedded to other more piecemeal examples. The findings emphasise the importance of empirical research in this area to better understand and inform the sector of the wider benefits and opportunities of coaching and mentoring in supporting leadership development. Opportunities to support greater inclusivity and diversity in leadership should consider coaching approaches and practices too. This exploration of coaching and mentoring identifies why shifts towards coaching may be evident. It challenges those in the sector – researchers, people management and organisational developers, as well as senior leaders – to adopt more integrated and embedded coaching and mentoring initiatives to support the sector in addressing its current challenges.

Details

International Perspectives on Leadership in Higher Education
Type: Book
ISBN: 978-1-80262-305-5

Keywords

1 – 10 of over 1000