Mentoring and Its Meaning for HRD in All-consuming Organization

Abstract

In order to introduce mentoring each organization ought to comply with several rules. First, mentoring-friendly environment has to be provided. Second, the relation between mentoring and career success must be made clear and last but certainly not least future benefits are to outweigh costs. However the above mentioned circumstances may significantly differ between organizations. In this way different kinds of mentoring outcomes can be achieved. In there is very little agreement in the literature as to what is and what is not mentoring. A very specific example of mentoring outcome are all-consuming organizations. Such companies are characterized by fairly charismatic leadership, separation from community and demand for a cult. Hence they are often described by a comparison to religious sects. Unfortunately this phenomenon has so far never been described in HRD literature and thus there is no methodology to research it. The papers is a methodological one and attempts to create proper research tool for indicating mentoring in all-consuming organizations.

Garvey and Garrett-Harris (2005) define mentoring as a learning and development relationship between two people without and specifying their positions within organization. This criterion has been stressed by e.g. Noe, Greenberger & Wang (2002) and Russell & Adams (1997). They commonly specified that HRD mentoring involves an intense, one-on-one relationship in which an experienced, senior person provides assistance to a less experienced, more junior colleague in order to latter’s professional and personal development. In addition to that mentoring works most efficiently when chemistry and mutuality in the relationship is seen. Mentoring relationships ought to be built upon mutual respect, honesty, integrity, comfort, confidentiality and commitment to the relationship and expectations between the mentor and protégé. Mentoring programs can be found in all kinds of business activities but they may significantly differ. It is strongly related to organizational culture which influences corporate environment – most important factor determining mentoring outcome. What is more organizational culture throughout its values, norms and believes strengthens the message from mentor to mentee (Schein 1985). The clearer the culture the easier to apply mentoring. Thus in all-consuming organizations, due to their characteristics corporate culture is strong as it’s easily perceived by artifacts, values and norms. However question arises whether all-consuming companies introduce mentoring as we know it.

This study is significant for several reasons. First it digests the so far knowledge regarding all-consuming organizations and mentoring. Second it designs a research tool for indicating mentoring in all-consuming organizations. The newly projected tool will add a new value to HRD theory and practice.