n IFE PsychologIA : An International Journal - An evaluation of mentoring in organizations : Nigerian perculiarities : chapter 29

Special issue 1
  • ISSN : 1117-1421



Contemporary training in organizations, human-resource management, and the society at large can be said to be a departure from extant methods whereby groups of trainees are taken through formal classroom instructions or are made to learn on the job. It is now common for senior or older members of organizations or the society to engage junior or younger members in dyadic or one-to-one relationships so as to enable the latter imbibe the desirable knowledge, skills, abilities, and, sometimes, attitudes of the former. Attitude, in this context may be understood in terms of its basic components: cognition, affect, and (overt) behaviour. Phillips-Jones (2003) describes what is imparted by the senior or imbibed by the junior as competencies comprising knowledge, skills, and sometimes, attitudes and emotions. This process is known as mentoring. The usually older, more senior, and more experienced individual, who helps and guides another individual's development in this manner is referred to as the mentor; while the individual who is being helped, guided, or developed is known as the protégé or mentee.

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