The Effect of Workplace Mentoring on Employee Performance: A Case Study of SOS Children’s Villages

Abstract

The general objective of this study was to investigate the effect of workplace mentoring on employee performance using the case of SOS Children’s Villages. The study was guided by the following specific objectives: To examine the effect of mentoring outcomes on employee performance, to determine the effect of mentoring challenges on employee performance and to determine the strategies for effective mentoring. The descriptive research design was used in this study. The population of the study comprised the 160 staff of SOS Children’s Villages. The primary data collection methods used were questionnaires. The data was analyzed statistically by use of SPSS software. It was analyzed in percentages, frequencies and means. Pearson correlation was computed for inferential statistics. The data relevant to the study was finally presented in table format With regard to the effect of mentoring outcomes on employee performance, the findings indicated that mentorships allow new practitioners to set and achieve goals for their job role. Mentorship aims to increase employee proficiency on employees’ job. The key functions of mentoring are job motivation. Mentorship leads to enhanced employee motivation. Mentoring accelerates the process of learning, elevating higher education beyond technical expertise. Mentorship is an invaluable tool to support individuals in developing the whole person. Mentorship is needed to increase employee productivity and decrease the time needed to produce quality work. Career advancement is an important outcome of mentoring. On the effect of mentoring challenges on employee performance, the study revealed that the lack of organization support describes the challenges inherent in mentoring relationships. Mentoring adequately needs management support. Difficulties may arise in coordinating programs within organizational initiatives and the resources associated with mentoring. Mentorship requires a firm time commitment from both parties and, if these commitments are not honored, the relationship will not meet its goals. The lack of coordination may lead to either party to control the relationship (instead of cooperating) or manipulation by either party (instead of mutual respect). Lack of trust is detrimental to the well-being of the program. The mentee may fail to devote adequate time for interacting with and learning from the mentor. With regard to the strategies for effective mentoring, the findings indicated that mentorship should help employees feel more positive and make others feel positive too. Professionalism makes employees maintain a positive attitude and energy. Senior management feedback ensures the continuity of mentoring programs. The mentoring program should have the complete support of senior management for its success. Mentoring is valuable for the transmission of positive attitudes. Training of mentors is an essential part of a successful mentoring program. Mentors must know how to build a trusting relationship, understand personal biases, and assist in mentees’ learning in order to communicate with mentees effectively. The study concludes that mentorships allow new practitioners to set and achieve goals for their job role. Mentorship aims to increase employee proficiency on employees’ job. Lack of organization support describes the challenges inherent in mentoring relationships. Mentoring adequately needs management support. Mentorship should help employees feel more positive and make others feel positive too. Professionalism makes employees maintain a positive attitude and energy. The study recommends that mentorships should allow new practitioners to set and achieve goals for their job role. Management support should be encouraged to overcome inherent difficulties associated with mentorship. Mentoring adequately needs management support. Mentorship should help employees feel more positive and make others feel positive too.