Title

A field experimental investigation of relationship-based mentoring training in team settings and team characteristics: Effects on employee attitudes and work outcomes

Date of Award

1999

Availability

Article

Degree Name

Doctor of Philosophy (Ph.D.)

Department

Management Science

First Committee Member

Terri A. Scandura, Committee Chair

Abstract

The literatures on mentoring and teams were reviewed for an experimental investigation of the impact of relationship-based mentoring training in team settings on leader mentoring functions reported, employee attitudes, and work outcomes. Relationship-based mentoring in a team setting was defined as the process by which team leaders provide one-on-one mentoring to all members of the team. Mentoring training for team leaders and team members was hypothesized to increase reports of mentoring functions, and have a positive effect on employee attitudes and work outcomes. Training can help team leaders and members to identify potential areas for development and act on them. Team characteristics such as teamwork orientation, cohesiveness, team social interaction, team climate and peer developmental relationships, were hypothesized to have positive moderating effects on the relationships between relationship-based mentoring training in a team setting and reports of leader mentoring functions, employee attitudes, and work outcomes. Member proactive behavior was also hypothesized to have positive moderating effects on the relationships between relationship-based mentoring training and reports of leader mentoring functions, employee attitudes and work outcomes. After accounting for missing data (and covariates) hypotheses were tested on a sample of 126 banking employees in 23 work teams. Participants were randomly assigned to control and experimental groups and were administered a pretest and posttest questionnaire. A manipulation check on mentoring training material indicated that training had a significant effect on understanding of the training content. ANCOVA results revealed that relationship-based mentoring training in a team setting significantly reduced perceptions of job insecurity. Positive moderating effects were found for team characteristics on the relationships between relationship-based mentoring training and employee attitudes. Member proactive behavior emerged as a moderator for the relationship between mentoring training and participatory organizational citizenship behavior. However, relationship-based mentoring training had some unexpected effects with a negative impact on team creativity. The team characteristics of teamwork orientation and cohesiveness had moderating effects on the relationship between relationship-based mentoring training in a team setting and team performance; however, there was a negative treatment-team performance relationship. Interpretation of the findings and the implications of relationship-based mentoring training within a team context are discussed.

Keywords

Business Administration, Management

Link to Full Text

http://access.library.miami.edu/login?url=http://gateway.proquest.com/openurl?url_ver=Z39.88-2004&rft_val_fmt=info:ofi/fmt:kev:mtx:dissertation&res_dat=xri:pqdiss&rft_dat=xri:pqdiss:9961254