Supervisory mentoring and employee affective commitment and turnover: the critical role of contextual factors
By Émilie Lapointe, Christian Vandenberghe. 2017
108 citations recorded by the source corpus.
Past research has largely ignored the role of contextual factors in the relationships between supervisory mentoring and individual and organizational outcomes. In order to fill this void, we investigate how job scope and career and development opportunities, two critical contextual factors, moderate the supervisory mentoring-affective commitment - turnover links. Integrating social exchange theory with insights from situational approaches to leadership, we hypothesized that (a) job scope would interact with supervisory mentoring in predicting affective commitment and (b) career and development opportunities would interact with affective commitment in predicting turnover such that the conditional effects of supervisory mentoring on turnover would be stronger at high levels of these contextual moderators. Results of a study conducted with a sample of 228 business alumni, using 15-month voluntary turnover as outcome, supported our predictions. We discuss the implications of these findings for mentoring research and practice.
Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/ba6431f16925b5d1daf812d780cd38acfe374f62
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In Clinical Psychology
In Organizational Behavior and Human Resource Management
In Social Psychology
Citations in the corpus
- Emotional exhaustion and its consequences for hotel service quality: the critical role of workload and supervisor support (2020, background): “Supervisory mentoring may also play a critical role in increasing employees’ affective commitment and their retention (Lapointe & Vandenberghe, 2017), which is particularly important given the fact that both affective commitment and turnover intention may influence the quality of service…”
- Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “Leadership has been shown to play a more in fl uential role in employees ’ behaviour compared to other sources within the organization (Lapointe and Vandenberghe 2017).”