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- IFE PsychologIA : An International Journal
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- Volume 2011, Issue si-1, 2011
IFE PsychologIA : An International Journal - Special issue 1, January 2011
Volumes & issues
Special issue 1, January 2011
Author Chantal EpieSource: IFE PsychologIA : An International Journal 2011, pp XVII –XVIII (2011)More Less
The importance and usefulness of mentoring for a person's development cannot be denied. This relationship can be formalized as a mentoring programme in an organization, or it can develop in a spontaneous or informal manner when a person eager to learn and grow comes in contact with another person eager to help others learn and grow. The latter was my case when, at the beginning of my career at the Lagos Business School (Pan-African University), I was privileged to work with Dr Christopher Kolade who was always available to provide guidance and encouragement; I found in him a stimulating role model for my professional development.
Source: IFE PsychologIA : An International Journal 2011, pp XI –XVI (2011)More Less
During the Oyo State branch of the Chartered Institute of Personnel Management of Nigeria (CIPMN) annual lecture on the 10th July 2008, held at the Jogor Centre, Liberty Stadium Road, Ibadan, Mr. Victor Eburajolo, FCIPM, mni, the then Group Executive Director, HR/Legal, of Tower Aluminium (Nig.) Plc, Lagos, argued that coaching and mentoring share many similarities and are often used interchangeably. They are two different processes that enable both the employee and the organization achieve their full potentials. Coaching is a process that enables learning and development to
Source: IFE PsychologIA : An International Journal 2011, pp V –VI (2011)More Less
In compiling this book - Mentoring: A Key Issue in Human Resource Management, our goal has been to examine the effects of people's thoughts, emotions, motivations and actions on mentoring in all spheres of works. We have focused on achievement and maintenance of mentoring as an issue in human resource management. The topic we believe should be of interest to Human Resource Managers in today's world.
Author Adeboye Titus AyindeSource: IFE PsychologIA : An International Journal 2011, pp 1 –15 (2011)More Less
People in different organizations train for years on the job and many employees go into debt for college and other professional bodies training. People work day and night even on weekends to meet up with target set for themselves and the ones set by organizations. People do all these things to make themselves, relevant and probably as a mean to an end i.e. personal development. It is note-worthy that in spite of all these personal efforts on the part of the people, it is very clear that organizations do not do enough job in developing and promoting their most important resource (the people). This brings us to the issue of what i.e. takes to develop people. Developing people goes beyond sending someone to training class. It takes more than hard work on the part of employees. What development takes are people that can be down to earth. That is, persons from Chief Executive Office's (CEO) offices to the mailroom, people who are willing to listen and to help their subordinates and colleagues.
Author S.A. AdeyanjuSource: IFE PsychologIA : An International Journal 2011, pp 16 –29 (2011)More Less
The roots of mentoring can be traced back to Homer's epic story, The Odyssey. This story's major character, Odysseus, undertook a historic journey to fight in the Trojan War and left his son, Telemackus, under the care and guidance of his close friend, Mentor. In this role, Mentor was responsible for Telemackus' spiritual, social, physical, intellectual and administrative development; therefore, teaching Telemackus how to think and act for himself. Since the writing of The The Odyssey, the role of a mentor and concept of mentoring has taken on many forms and definitions.
Author Erhabor S. IdemudiaSource: IFE PsychologIA : An International Journal 2011, pp 30 –36 (2011)More Less
Mentorship has been defined (Bozeman & Feeney, 2007) as a process for the informal transmission of knowledge, social capital and the psychosocial support perceived by the recipient as relevant to work, career, or professional development which entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom or experience (the mentor) and a person who is perceived to have less (the protégé).
The definition above assumes mentoring as a process involving time, a helping process, personal developmental relationship between an expert and a novice, an apprentice or a protégé which in formal sense referred to as a 'Mentee'. The mentor is expected to mediate an expert knowledge for the novice, help develop the mentees' full potential in a work or school/academic/training setting.
Author David E. OkurameSource: IFE PsychologIA : An International Journal 2011, pp 37 –60 (2011)More Less
This chapter guides readers through an understanding of mentoring but with emphasis on experiences in the Nigerian environment. It taps on practical knowledge and the few published empirical results available on mentoring in Nigerian to discern its meaning, structure and operation in the Nigerian community. The chapter describes an array of diverse conceptions of mentoring and goes on to propose a model for the Nigerian context. It then examines benefits that have made mentoring so popular and considers the art and challenges of mentoring. These extend the global database information on mentoring by presenting mentoring issues specific to the Nigerian context. The author expects that the rendition will be insightful and helpful to individuals who may wish to effectively utilize mentoring as a human development strategy, especially in Nigeria.
Source: IFE PsychologIA : An International Journal 2011, pp 61 –73 (2011)More Less
The chapter guides readers through the underlying social processes of mentoring. It provides an understanding of the influence of thoughts; feelings and behaviour in social contacts on the initiation and maintenance of mentoring relationships. The chapter describes how the concept of self fosters mentoring and goes on to explain the role of social perception in the formation of the relationship. It then examines mentoring as a social learning phenomenon and considers the social exchange perspective of mentoring relationships.
Author Tosin DavidSource: IFE PsychologIA : An International Journal 2011, pp 74 –91 (2011)More Less
One of the key functions of Human Resource Management [HRM] is to facilitate the growth and development of people [the Mentee, the Protégé]; to see them evolve not just as exemplary employees or members of a community, but as well rounded and balanced individuals at home and in the society at large. The range of tools and resources to achieve this end continue to grow over time. This chapter looks at mentoring and its role in HRM.
Author Bola BilesanmiSource: IFE PsychologIA : An International Journal 2011, pp 92 –103 (2011)More Less
Let's put mentoring into perspective by looking at a few definitions. Mentoring as defined by Max Landsberg "is the provision of counsel regarding major career or life issues by a wise and experienced adviser to someone who is typically outside the adviser's direct line of responsibility."
Source: IFE PsychologIA : An International Journal 2011, pp 104 –111 (2011)More Less
One key tool that has been adopted in addition to formal learning events is mentoring (or mentorship). Mentoring may be defined as a relationship between a junior, often younger, person (referred to as the mentee or the protégé) and a senior person (the mentor) by virtue of which the mentor serves as a guide, counselor, confidant, adviser and role model to the protégé. The mentor is also a source of knowledge, experience and inspiration to the protégé. This definition focuses on the mentoring relationship. Mentoring may also be defined in terms of the expected results. The following description of the mentoring process appeared in an article in the Havard Business Review (HBR) in 1978 (quoted in David Clutterbuck's every one needs a mentor, 1985).
Author Olusola I. AkinbobolaSource: IFE PsychologIA : An International Journal 2011, pp 112 –129 (2011)More Less
Mentoring is a paternalistic work relationship that encourages development and career growth for protégés. The relationship can significantly enhance the early development of a newcomer and the mid career development of an experienced employee to learn the job and fit into the organization. Although mentors supports are important to career success of the protégés, the protégés need to establish themselves as independent members of the organization. This chapter will examine mentoring concept, some theories of lifespan and career development as well as their implications for human resources management.
Author Adesina Abimbola AkanniSource: IFE PsychologIA : An International Journal 2011, pp 120 –138 (2011)More Less
Mentoring which is as old as human race is considered a partnering relationship between a mentor and a protégé with the later developing professional expertise in the former. This relationship could either be formal (planned) or informal (traditional). Formal mentoring relationship restricts every interaction within the organisational goals whereas traditional extends to other spheres of life. Traditional mentoring relationship looks more attractive to protégé in that it occurs through a natural process and affords protégé the opportunity to be as free as possible with the mentor. As it is with any form of relationship, protégé cannot but have a mixture of both the positive and negative mentoring experiences along the line. However, my personal experience as a protégé revealed that mentors do not really mean to hurt the feelings of their protégées, but rather they are attempt to make them gain some degree of confidence. Hence in order to reduce these negative experiences and enhance positive ones, this paper highlights some of the rules of the game for the protégées. It also suggested that traditional (informal) mentoring relationship be encouraged other than the formal (forced) kind of relationship because it is like marrying two incompatibles together.
Author Kehinde OjewunmiSource: IFE PsychologIA : An International Journal 2011, pp 129 –142 (2011)More Less
Over the years, several articles have indicated the benefits of mentoring relationships (Levinson, Darrow, Klein, Levinson, & Mckee, 1978; Roche, 1979). However, it was the publication of Kram's (1985) seminar work on this concept that made researchers to pay greater attention to it. Much of the extant research has examined the benefits of mentoring for protégés, finding that mentoring is related to important career outcomes such as salary level, promotion rate, and job satisfaction, among other outcomes (e.g. Chao, Walz, & Gardner, 1992; Whitely, Dougherty & Dreher, 1991). As a result of the potential benefits of mentoring for protégés, individuals are often advised to seek out a mentor, and many organizations encourage mentoring relationships between organizational members (Burke & Mckeen, 1989, Douglass & McCauley, 1999; Kram, 1985).
Author Mary Basil NwokeSource: IFE PsychologIA : An International Journal 2011, pp 143 –155 (2011)More Less
Pragmatically, the natural and diversified uniqueness of human beings calls for diversified human resource endowment among humanity. These human resources need to be guided, directed, tapped and utilized. It may be obvious as it may be ridiculous that most people do not understand themselves and their innate potentialities and viability. Every human being has a cart load of inertia resource wealth. These inertia resource wealth possessed by individuals especially among the developing human beings need to be propped up by giving right guidance, right direction and right mentoring.
Author Johnson AbbalySource: IFE PsychologIA : An International Journal 2011, pp 156 –168 (2011)More Less
Civilisations are shaped by audacious new thinking and achieved by the bold actions of men and women who have been groomed through experience, exposure and mentoring. The world will continue to count on the unrelenting passion of a younger generation to push the frontiers of knowledge, achieve new innovative breakthroughs in technology and lifestyle and shape the future in ways that will change our lives forever.
Source: IFE PsychologIA : An International Journal 2011, pp 169 –179 (2011)More Less
This paper views mentoring in organizations, large and small, as a viable vehicle for effective management of employees' capabilities, time, and talents as well as a tool for grooming junior employees for future leadership roles. It stated that these will require leaders in human resource setting to adopt learning and developmental approaches to mentoring. The paper also presents some types of mentoring as their advantages.
Author Odunayo ArogundadeSource: IFE PsychologIA : An International Journal 2011, pp 180 –186 (2011)More Less
Mentoring and leadership succession are global phenomenal that affect the upward mobility of employees' career and sustainability of organizational leadership. Mentoring and leadership succession are two sides of progressive process in industries and organization, this due to the fact that the outcome of effective mentoring produces hitch-free leadership succession; whereas on the way round, industries and organizations that down-play mentoring programme are bound to have leadership vacuum or deficiency.
Social analysts have found that effective mentoring has proven to be an effective intervention for leadership succession (Breadwell & Calydon, 2007; Warren, 2006; Haggin & Kram, 2001; Odeyemi, E. A. 2000). Mentoring aims at developing a junior or a less experience personnel by a supervisor or experiences person while leadership succession aim at ensuring that a sufficient supply of appropriately qualified and capable personnel are available to meet the future needs of the organization. Thus, mentoring facilitates smooth transferring of organizational culture and leadership styles from one generation to the other.
Author Matthew Olugbenga OlasupoSource: IFE PsychologIA : An International Journal 2011, pp 187 –196 (2011)More Less
Mentoring is the application of the insights and experiences of one or more individuals to the personal and professional development of others. In the recent years, mentoring is fast becoming one of the easiest ways of developing the skills and talents of individuals in many different organizations, including the academia as learning to do academic work involves multiple, changing processes of personal development.
Author Femi IlevbareSource: IFE PsychologIA : An International Journal 2011, pp 197 –206 (2011)More Less
This paper focuses on mentoring in the workplace with particular reference to the academic setting; since mentoring can be applied to a variety of people, situations and purposes .In the academic setting mentoring is used both for students and for academic staff and mentoring involves transmission of skills as well as socialization into academia.
Existing literatures were used to buttress these facts in this paper. Thus, it is important that those involved in education recognize the links between teaching, learning, mentors, mentees and mentoring experience throughout the life span of participants.