Dissertation on Retention

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Management Decision
Emerald Article: A reconceptualization of mentoring and sponsoring Earnest Friday, Shawnta S. Friday, Anna L. Green

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To cite this document: Earnest Friday, Shawnta S. Friday, Anna L. Green, (2004),"A reconceptualization of mentoring and sponsoring", Management Decision, Vol. 42 Iss: 5 pp. 628 - 644 Permanent link to this document: http://dx.doi.org/10.1108/00251740410538488 Downloaded on: 26-10-2012 References: This document contains references to 54 other documents Citations: This document has been cited by 7 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 1621 times since 2005. *

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The term “mentoring” has surged into the literature in many disciplines (e.g., sociology, social psychology, education, management, social work, healthcare management, etc.) over the last several decades. Mentoring emerged in the organizational literature in the late 1970s (e.g., Clawson, 1979; Collins and Scott, 1978; Kanter, 1977; Phillips, 1977; Roche, 1979; Shapiro et al., 1978). Since that time, hundreds of books and articles (popular press, practitioner-oriented, and academic) have been published on mentoring in various organizational settings alone, not to mention other settings in which mentoring has been examined (e.g., teaching, nursing, social work, etc.) (Kelly, 2001). Published works in the organizational literature on mentoring have been anecdotal, conceptual, and empirical; and several journals have dedicated special editions to mentoring. By and large, these published works have highlighted the overwhelming perceived benefits (e.g., increased mobility, promotion opportunity, and total compensation), and minimal perceived drawbacks of mentoring (Campion and Goldfinch, 1983; Kelly, 2001; Scandura, 1992, 1998; Whitely et al., 1991, 1992). Hence, mentoring has been proclaimed as one of the key career development and advancement tools in the
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