Since 2014
THE SIGNIFICANCE OF PEOPLE-ORIENTED MANAGEMENT AND PARTICIPATION FOR MENTORING IN ORGANIZATIONS
Journal of Positive Management
View Archive Info| Field | Value | |
| Title |
THE SIGNIFICANCE OF PEOPLE-ORIENTED MANAGEMENT AND PARTICIPATION FOR MENTORING IN ORGANIZATIONS
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| Creator |
Baran, Małgorzata; Collegium Civitas, Warsaw, Poland
Sypniewska, Barbara; The University of Finance and Management, Warsaw, Poland |
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| Subject |
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mentoring; people-oriented management; non-people-oriented management; passive participation; active participation — |
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| Description |
Purpose: The objective of the study was to identify the correlations among the following variables: supporting mentoring processes in a company by the superior; fulfilling the role of a mentor by the superior; and fulfilling the role of a mentor by employees versus passive and active participation in company management, people-oriented and non-people-oriented management; the possibility of frequently turning to the superior with personal problems or for help; and ease of contact between employees and the superior.Methodology: The article presents the findings of own study carried out in 2017 on a sample of 975 respondents. The study employed the subject literature critical review method and a questionnaire survey.Findings: The results show the importance of subject management and employee participation in organizations, and its meaning for the proper implementation of mentoring.Research limitation: The work may be affected by the inherent weaknesses associated with survey research which examines rather opinions and views than “hard data”.Originality: Recent mentoring research has pointed to various aspects of its success, but the mentoring process has not been studied yet in terms of the impact of the following variables: supporting mentoring processes in a company by the superior; fulfilling the role of a mentor by the superior; and fulfilling the role of a mentor by employees versus passive and active participation in company management, people-oriented and non-people-oriented management; the possibility of frequently turning to the superior with personal problems or for help; and ease of contact between employees and the superior. In addition, previous research did not take into account the use of such statistic models that were presented in this article.
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| Publisher |
Nicolaus Copernicus University
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| Contributor |
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| Date |
2018-08-02
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| Type |
info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion — — |
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| Format |
application/pdf
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| Identifier |
http://apcz.umk.pl/czasopisma/index.php/JPM/article/view/JPM.2017.128
10.12775/JPM.2017.128 |
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| Source |
Journal of Positive Management; Vol 8, No 4 (2017); 14-30
Journal of Positive Management; Vol 8, No 4 (2017); 14-30 2392-1412 2083-103X |
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| Language |
eng
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| Relation |
http://apcz.umk.pl/czasopisma/index.php/JPM/article/view/JPM.2017.128/15313
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| Coverage |
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| Rights |
Copyright (c) 2018 Journal of Positive Management
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