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Building Psychological Capital and Employee Engagement: Is Formal Mentoring a Useful Strategic Human Resource Development Intervention?
Journal article   Peer reviewed

Building Psychological Capital and Employee Engagement: Is Formal Mentoring a Useful Strategic Human Resource Development Intervention?

Rajashi Ghosh, Brad Shuck, Denise Cumberland and Jason D'Mello
Performance improvement quarterly, v 32(1), pp 37-54
01 Apr 2019
DOI: https://doi.org/10.1002/piq.21285

Abstract

Business & Economics Industrial Relations & Labor Social Sciences
The popularity of formal mentoring has grown substantially in recent years. Literature has demonstrated individual-level benefits such as learning, career planning, and enhancement of leadership as well as the acquisition of managerial skills from formal mentoring programs within work organizations. The primary purpose of this study was to examine whether and how formal mentoring programs could impact psychological capital and employee engagement, two key business drivers that can directly affect an organization's bottom line. A mixed-methods design was employed to address the research questions through collecting data at multiple time points from a sample at a national franchise chain with more than 300 franchisee locations across the United States. Findings indicated that frequency of contact between the mentors and mentees was a key factor for engaging in mutually beneficial learning, which was instrumental for building psychological capital and employee engagement. Limitations and implications for research and practice within the context of our findings are discussed.

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14 citations in Web of Science
18 citations in Scopus

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Collaboration types
Domestic collaboration
Web of Science research areas
Industrial Relations & Labor
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