Transitions in Workplace Communication: Perspectives on the Efficacy of Formal Workplace Mentoring

Tom Short ()
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Tom Short: University of South Australia

Chapter 8 in Workforce Development, 2014, pp 133-152 from Springer

Abstract: Abstract This chapter considers the emerging practice of formal workplace mentoring and reports on how company-initiated mentoring programs have become the latest trend in a long line of communication techniques used by human resource managers to engage employees and potentially resolve a wide range of motivational, developmental or employee-related issues. Using the lenses of critical human resource development and reflective analysis the chapter compares mentoring concepts with three workplace communication strategies that have been widely deployed over the last three decades: team briefing, quality circles and performance coaching. The study uses information from the literature and qualitative research conducted in Australia to examine the present-day practice of formal workplace mentoring and uses ten characteristics to evaluate these communication techniques. The findings reveal a growing interest in workplace mentoring by employers and employees, but warn that the penalties of getting this method of communication wrong might outweigh the benefits, especially if formal mentoring programs are not planned, resourced, implemented and evaluated correctly.

Keywords: Chief Executive Officer; Human Resource Development; Workforce Development; Quality Circle; Informal Mentor (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-981-4560-58-0_8

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DOI: 10.1007/978-981-4560-58-0_8

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