|M.Sc Student||Kop Anat|
|Subject||"Mentoring" at Work: Its Influence on the Obligation to the|
Organization, Retaining the employees and Work
|Department||Department of Industrial Engineering and Management||Supervisor||Dr. Iris Cohen-Kaner|
|Full Thesis text - in Hebrew|
“Mentoring” has been found to affect many aspects of organizational behaviors: culture, satisfaction, performance, leadership, and reducing employee overturn. However, in these researches the mentoring process commences with the absorption of a new employee and ends when the apprenticeship process is over. The current research was conducted in an aid centre. Within the subject organization there is a method of work characterized by parameters from the “mentoring” system, however, it differs from it totally. The differences are: it is obligatory and the employee is fully committed; it does not end after a period of apprenticeship but continues throughout the work period of the volunteer in the organization; and the mentor and apprentice work together at the same hours and on the same cases as a working team and not, as in “mentoring”, where the mentor performs his job but also allocates time for mentoring. The current research wishes to examine the efficiency of the expansion of the idea of mentoring by applying it as a dyadic work system throughout the employment period of the volunteer in the organization, and the effect it has on the dyadic communication as a method of work: commitment to work, satisfaction, and retaining employees during structural - organizational and personnel overturns.
Background: During the year 2005, the organization went through structural and personnel changes including merging and massive senior personnel overturn.
Conclusion : The importance of the current research lies in the expansion of the idea of mentoring and applying it to as a dyadic work system throughout the whole period of the employee working in the organization. The research examined the intensity and contribution of the “dyadic” linkage to the organization though times of crises and organizational changes. The data revealed in this research indicates that the paired team of employees is positively correlated to the three dependent variables that were examined: employee retaining; commitment; and satisfaction. The satisfaction data is related to the paired sphere and not the organization.
The hypotheses were verified by these results. The current research proposes a way to solve the problem derived from two opposing forces in an organization: on one hand, the forces striving for change and on the other the will to retain employees. Operating in a paired (= dyadic) fashion will moderate the intensity of shifts, turmoil and crises the employees experience and even increase the level of retaining employees in the organization.