Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

CiteULike is a free service for managing and discovering scholarly references - click here to get started.

Sign In to gain access to subscriptions and/or personal tools.
Group & Organization Management
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Aryee, S.
Right arrow Articles by Chew, J.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

The Motivation to Mentor among Managerial Employees

An Interactionist Approach

Samuel Aryee

Hong Kong Baptist University

Yue Wah Chay

National University of Singapore

Juniper Chew

Intellectual Resources

The authors examined the influence of individual and situational characteristics on the motivation to mentor. Respondents were managerial employees (N = 167) in the maintenance career stage employed in public and private sectors in Singapore. The model accounted for 41% (RJ2) of the explained variance in the motivation to mentor with the additive or main effects contributing 37% (AR 2) and the interaction terms contributing a modest 4% (AR 2). The significant findings indicate that the motivation to mentor may be predicted by individual characteristics (altruism, positive affectivity), situational characteristics (employee development-linked reward system and opportunities for interaction on the job), and their interaction terms (opportunities for interaction on the job and altruism). Limitations of the study, implications of the findings, and directions for future research are discussed.

Group & Organization Management, Vol. 21, No. 3, 261-277 (1996)
DOI: 10.1177/1059601196213002
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Journal of Career DevelopmentHome page
D. R. Anderson
The Importance of Mentoring Programs to Women's Career Advancement in Biotechnology
Journal of Career Development, September 1, 2005; 32(1): 60 - 73.
[Abstract] [PDF]

Home page
 Group Organization ManagementHome page
S. E. Bryant
The Impact of Peer Mentoring on Organizational Knowledge Creation and Sharing: An Empirical Study in a Software Firm
Group Organization Management, June 1, 2005; 30(3): 319 - 338.
[Abstract] [PDF]

Home page
 Journal of ManagementHome page
T. D. Allen and L. T. Eby
Relationship Effectiveness for Mentors: Factors Associated with Learning and Quality
Journal of Management, August 1, 2003; 29(4): 469 - 486.
[Abstract] [PDF]

Home page
 Journal of Management InquiryHome page
T. R. Nielson and R. J. Eisenbach
Mentoring in Academia: A Conversation with Lyman Porter
Journal of Management Inquiry, June 1, 2001; 10(2): 183 - 189.
[PDF]