A Longitudinal Examination of the Influence of Mentoring on Organizational Commitment and Turnover

By Stephanie C Payne, Ann Hergatt Huffman. 2005

563 citations recorded by the source corpus.

Subfields: Education, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/fd344360cf53ff496aa47906f3b28f91872cf518

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Citations in the corpus

Mentoring Impact on Leader Efficacy Development: A Field Experiment (2011, background): “Many studies have examined mentorship relationships retrospectively using survey methodol- ogy (e.g., Allen & Eby, 2003; Finkelstein, Allen, & Rhoton, 2003; Kay, Hagan, & Parker, 2009; Payne & Huffman, 2005; Richard et al., 2009).”
Mentoring, supervisor support, and perceived organizational support: what matters most? (2008, background): “Although many researchers have established a clear link between mentoring and commitment, others have examined the link between mentoring and turnover intentions (e.g. Lankau and Sandura, 2002; Payne and Huffman, 2005).”
The Positive Externalities of Social Capital: Benefiting from Senior Brokers (2012, background): “Such relationships contain “an intense interpersonal exchange between a senior experienced colleague (mentor) and a less experienced junior colleague (protégé)” (Russell & Adams, 1997: 3; cf. Payne & Huffman, 2005).”
Mentoring circles in higher education (2009, background): “The benefits for companies lie in increased retention (Payne & Huffman, 2005), greater organizational commitment (Payne & Huffman, 2005) and, for educational institutions, increased research income and publication rate (Gardiner, 2005).”
Influence of psychological empowerment on affective, normative and continuance commitment (2011, result): “This supports H1 and is in congruence with the findings of Robins et al. (2002), Eisenberger et al.”
Does Mentoring Matter? A Multidisciplinary Meta-Analysis Comparing Mentored and Non-Mentored Individuals. (2008, unknown): “Having a mentor may also foster psychological attachment to the context in which the relationship is embedded, such as one’s school, university, or organization (e.g., Payne & Huffman, 2005).”
An interdisciplinary meta-analysis of the potential antecedents, correlates, and consequences of protégé perceptions of mentoring. (2013, background): “…support, encouragement, and a sense of connection with a more experienced and caring individual, mentoring may also reduce behavioral intentions to quit a course of action or to exit a job, organization, or educational pursuit (Blinn-Pike, 2007; Payne & Huffman, 2005; R. J. Sanchez et al., 2006).”
Mentoring functions and turnover intention: the mediating role of perceived organizational support (2016, background): “Second, a strong mentoring relationship represents an investment for the protégé that they will lose if they leave the organization (Payne & Huffman, 2005).”
Predictors of organizational commitment in India: strategic HR roles, organizational learning capability and psychological empowerment (2007, background): “There has been a spate of research in organizational commitment globally, focusing on: organizational commitment as an explanatory factor of employees’ mobility; mentoring and organizational commitment; source of support; and target of commitment (Lin et al., 2005; Payne and Huffman, 2005; Stinglham”