Please use this identifier to cite or link to this item: https://scholarbank.nus.edu.sg/handle/10635/113904
DC FieldValue
dc.titleThe Motivation to Mentor among Managerial Employees: An Interactionist Approach
dc.contributor.authorAryee, S.
dc.contributor.authorChay, Y.W.
dc.contributor.authorChew, J.
dc.date.accessioned2014-12-01T08:22:32Z
dc.date.available2014-12-01T08:22:32Z
dc.date.issued1996
dc.identifier.citationAryee, S.,Chay, Y.W.,Chew, J. (1996). The Motivation to Mentor among Managerial Employees: An Interactionist Approach. Group and Organization Management 21 (3) : 261-277. ScholarBank@NUS Repository.
dc.identifier.issn10596011
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/113904
dc.description.abstractThe authors examined the influence of individual and situational characteristics on the motivation to mentor. Respondents were managerial employees (N = 167) in the maintenance career stage employed in public and private sectors in Singapore. The model accounted for 41% (R2) of the explained variance in the motivation to mentor with the additive or main effects contributing 37% (ΔR2) and the interaction terms contributing a modest 4% (ΔR2). The significant findings indicate that the motivation to mentor may be predicted by individual characteristics (altruism, positive affectivity), situational characteristics (employee development-linked reward system and opportunities for interaction on the job), and their interaction terms (opportunities for interaction on the job and altruism). Limitations of the study, implications of the findings, and directions for future research are discussed.
dc.sourceScopus
dc.typeArticle
dc.contributor.departmentORGANIZATIONAL BEHAVIOUR
dc.description.sourcetitleGroup and Organization Management
dc.description.volume21
dc.description.issue3
dc.description.page261-277
dc.identifier.isiutNOT_IN_WOS
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