Mentoring Employees In Stressful Workplaces Chapter

Home
/
Topic
/
Business
/
Employees
/
Mentoring Employees in Stressful Workplaces Chapter

Verified Document

100% Human Written

Related Topics:

Social Learning Theory Social Learning Work Environment Employee Training

Open Document Cite Document

RUNNING HEAD: DISSERTION PROSPECTUS

DISSERTATION PROSPECTUS 2

This is still a great idea for a dissertation. However, the prospectus still requires work and needs some revision. Please read through my comments and try to amend the prospectus. When you revise the prospectus, please leave in my comments so we can keep working with this version. Leave on Track changes.

I believe you have identified the gap in the literature because of your focus on stressful environments. However, you need to show how previous research on mentoring and training transfer have not focused on stressful environments. The way to do this is through citing previous research and then stating how your study fills the gap in the focus on stressful environments. You also need to state why this is important.

In terms of design, please use a quantitative study. I have commented on this throughout the prospectus. There are measures in research that you can use. You just need to locate them.

Industrial Training

Ani Fermanyan

November 17,2017

Dissertation Prospectus

Introduction

Organizations exist in a turbulent environment that is subject to continuous changes as a result of technology and globalization among other factors. Organizations have to learn in order to keep abreast with these changes hence the need for training programs. Industrial training is a form of training which entails both on-the-job and off-job training. This training helps employees to be updated on the current technological changes thus preventing them from being obsolete and outdated. A lack of industrial training can give rise to a situation that may negatively impact the performance and quality of services and goods offered (Cummings & Worley, 2014).Even though training programs are not always effective in improving performance in the organization, Industrial training has the potential to they equip employees with the necessary skills for performing tasks. However, external factors such as the environment may impact employees behavior. These outliers may be learned through the observational process. Some conditions are necessary for an effective training program (Donovan & Benko, 2016). Attention is the most important factor to consider when training employees. However, there are factors such as personal perspective, sensory level, and noise that may reduce or increase an individuals attention level (Highland, Lee & Mills, 2015). Retention is also another factor to consider.. The ability of a person to remember the information taught will determine the effectiveness of the training program. The motivational level will also determine the willingness of the employees to engage in the training program and apply what they have been taught (Donovan & Benko, 2016). In terms of the relationship between employee mentorship and supervisors, Eby, Butts, Hoffman and Sauer (2015) have shown that more research needs to be conducted to explain the causal direction and boundary conditions of this relationship. Likewise, Dalton, Davis and Viator (2015) have shown that external mentoring can help positively stimulate employee attidues; however, they do not address the specific relationship between...

A gap still exists with respect to understanding the nature of this relationship (Lapointe & Vandenberghe, 2017). Among the primary aims of the study will be to find out the relationship between employee mentorship and the supervisors. The research will also focus on finding out the new mentorship strategies to employ to come up with the best employee mentorship in organizations. Comment by Annette Towler: A situation .. this sentence is fragmented and needs to be integrated with the previous sentence. Comment by Annette Towler: Please delete the section that I have highlighted. It iAnnette Towler Comment by Annette Towler: For the last two sentences, you need to state how your study fills the gap in previous research. First,...

…of the surveys, which will be sent electronically to the HR managers for distribution at the selected corporation sites. No more than 10 sites will be selected and no fewer than 5 sites. An interview with four managers will be fine for the research. The other six will be provided with the closed and open-ended questionnaires to fill. For the employees, short interviews with six members will work fine. The interview part is necessary since it will aid the research to find more details of how employee mentorship is related to the supervising managers. Comment by Annette Towler: Please state exactly how you will collect your data. You will need to specifiy a particular location and get site approval.

Another big section will be a literature review. The literature review will focus on studies associated with social learning theory, how workers are impacted by mentoring, and how the Digital Age has changed the workplace. It will entail comparing the income generation rates of the company before and after employee mentorship program was introduced. Through the managers, the research will find it easy to compare the growth rate. Once all the information has been obtained, it will be drafted and stored, ready for comparison to the other institutions which do not practice mentorship programs.

Data Analysis Procedures

A content analysis approach will be utilized in analyzing the qualitative data collected from the data collection exercise. This approach will analyze any written, verbal, or visual data collected from the exercise. However, Aan inductive content analysis data analysis approach will be utilized by creating categories of responses to mentorship satisfaction of employees and the HR managers, and their attitude towards mentorship based on the responses measured according to the Likert scale.

Ethical Considerations

As per the IRB requirements, the research will avoid coercing people into participating in the process…

Sources used in this document:

References

Aguinis, H., &Kraiger, K. (2009). Benefits of Training and Development for Individuals and Teams, Organizations and Society: The Business School of Colorado. The Annual Review of Psychology, 60 (3), 451-477.

And Sustained Professional Development. Corwin Press.

Andre, T. (2014). Advances in Human Factors in Training, Education, and Learning Sciences: Proceedings of the AHFE 2017 International Conference on Human Factors in Training, Education, and Learning Sciences, July 17-21, 2017, The Westin Bonaventure Hotel, Los Angeles, California, USA.

Armstrong, M. (2009). Armstrong's Handbook of Human Resource Management Practice (11th Ed.). London: Kogan Page.

Bandura, A. (1997). Self-efficacy: The exercise of control. New York: W.H. FreemanBandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52(1): 1-26.

Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305.

Chiaburu, D. S., & Harrison, D. A. (2008). Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance. Journal of Applied Psychology, 93(5): 1082-103.

Crow, G.M. (2011). School leader preparation: a short review of the knowledge base.

Dalton, D. W., Davis, A. B., & Viator, R. E. (2015). The joint effect of unfavorable supervisory feedback environments and external mentoring on job attitudes and job outcomes in the public accounting profession. Behavioral Research in Accounting, 27(2), 53-76.

Derks, D., Duin, D., Tims, M., & Bakker, A. B. (2015). Smartphone use and work–home interference: The moderating role of social norms and employee work engagement. Journal of Occupational and Organizational Psychology, 88(1), 155-177.

Eby, L. T., Butts, M. M., Hoffman, B. J., & Sauer, J. B. (2015). Cross-lagged relations between mentoring received from supervisors and employee OCBs: Disentangling causal direction and identifying boundary conditions. Journal of Applied Psychology, 100(4), 1275.

Gebauer, J., Lowman, D., & Gordon, J. (2008). Closing the engagement gap: How great companies unlock employee potential for superior results. New York, NY: Portfolio.

Goodyear, M. 2006. Mentoring: a learning collaboration. Educause Quarterly, Number 4.

Journal of Educational Administration, 33 (5).

Hyland, P. K., Lee, R. A., & Mills, M. J. (2015). Mindfulness at work: A new approach to improving individual and organizational performance. Industrial and Organizational Psychology, 8(4), 576-602.

Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.

Jyoti, J., & Sharma, P. (2015). Exploring the Role of Mentoring Structure and Culture between Mentoring Functions and Job Satisfaction: A Study of Indian Call Centre Employees. Vision, 19(4), 336-348.

Kendzia, M. J., & Björck, A. (2018). The Digital Revolution and the Organization of Work: Contemporary Management Techniques. Advances in Applied Sociology, 8(03), 212.

Lapointe, É., & Vandenberghe, C. (2017). Supervisory mentoring and employee affective commitment and turnover: The critical role of contextual factors. Journal of Vocational Behavior, 98, 98-107.

Lomas, T., Medina, J. C., Ivtzan, I., Rupprecht, S., Hart, R., & Eiroa-Orosa, F. J. (2017). The impact of mindfulness on well-being and performance in the workplace: an inclusive systematic review of the empirical literature. European Journal of Work and Organizational Psychology, 26(4), 492-513.

National College for School Leadership.

Noe, R. A. (2010). Employee Training and Development (5th Ed.). Singapore: McGraw Hill.

O'Brien, K. E., & Beehr, T. A. (2016). Managing employees' occupational stress. Stress and quality of working life: Interpersonal and occupation?based stress, 181-198.

Rosenthal, T. L., & Zimmerman, B. J. (2014). Social Learning and Cognition. Burlington: Elsevier Science.

Safe place. Mentoring and Tutoring, 15 (3).

Smith, A.A. (2017). Mentoring for experienced school principals: professional learning in aTruit, D. (2011). The Effect of Training and Development on employee Attitude as it relates to Training and Work. Salisbury University. Salisbury: Sage Press.

Wong, H.A. (2015). New teacher induction. The Foundation for Comprehensive, Coherent,Zagenczyk, T. & Murrell, A. (2009). It is better to receive than to give: Advice network effects on job and work-unit attachment, Journal of Business Psychology, 24, 139–152.

Appendix AThe 10 Strategic PointsTopic—Industrial TrainingLiterature review—Employees are always seeking for mentors who can guide them in doing better in the workplace. These mentors act as role models who display many of the behaviors that employees wish to emulate. Social learning is a concept that directly relates to employee training which aims at influencing behavior in a more positive way. In this case, the aim of this research proposal is to assess the relationship between mentorship and employee training.

Problem Statement—Although there is an existing evidence suggesting a positive correlation between employee mentoring program and training transfer, it is not known to what extent mentoring from supervisors is positively related to employee training transfer within any stressful work environment.

Sample and location— Data will be collected from randomly selected HR managers and employees. The data will be collected from 30 respondents, 10 of whom will be HR managers and the other 20 will be employees. The sample will be chosen from no fewer than 5 and no more than 10 locally-based major corporations. Site approval will be obtained before surveys are distributed electronically.

Research questionsR1: To what extent is mentoring from supervisors related to skill transfer to employees within a stressful work environment?R2: What are the new ways of mentoring employees in stressful workplaces in today’s workplace environment with respect to address issues related to stress, worker attitudes, and remote management??R3: Do mentoring employees provide a significant improvement to the attainmentof organizational goals and objectives?Phenomenon: Mentorship from supervisors is associated with the transfer of skills to employees in the work environment.

Methodology and design— Given the descriptive nature of the study, a qualitative study will be utilized in this study to establish the extent to which mentorship by supervisors impacts employee’s skill and productivity. This study will include surveying a sample population where participants will answer a series of questions and inferences will be drawn from the responses.The research design is quantitative using descriptive analysis based on Likert scale measurements of data collected using the survey method.

Purpose Statement— The purpose of this qualitative correlationalthis study is to evaluate the extent to which mentoring programs from a supervisor is related to the employee skill transfer in the workplace.

Data collection— Data will be collected from HR managers and an identified group of employees. The group of employees selected for the study will be those who are or are not new to the organization. Data will also be collected from secondary data sources especially managerial reports on various mentorship programs in place and how they have been effective in boosting employee’s skills and productivity.

Data analysis—Descriptive analysis will be used to assess the responses measured via the Likert scale. A content analysis approach will be utilized in analyzing the qualitative data collected from the data collection exercise. This data will analyze any written, verbal, or visual data collected from the exercise.

Appendix BVariables/Groups, Phenomena, and Data AnalysisTable 2Qualitative StudiesResearch Questions: State the Research Questions that will be used to collect data to understand the Phenomenon being studiedPhenomenon:Describe the overall phenomenon being studied by the research questionsSources of Data:Identify the specific approach (e.g., interview, observation, artifacts, documents, database, etc.) to be used to collect the data to answer each Research QuestionAnalysis Plan: Describe the specific approach that will be used to (1) summarize the data and (2) analyze the data.

1. To what extent is mentoring from supervisors related to skill transfer to employees within a stressful work environment?2. Do mentoring employees provide a significant improvement to the attainmentOf organizational goals and objectives?1. What are the new ways of mentoring employees in stressful workplaces?1. Mentorship from supervisors is associated with transfer of skills to employees in the work environmentWith the changing business environment, the way the transfer of skills is done has changed in the stressful work environment1. Interviews2. QuestionnairesInterviewquestionnaireContent analysis approachContent analysis approachProspectus Template v6.2.14.14

Cite this Document:

APA 7th Edition MLA 9th Edition Chicago 17th Edition

Copy Bibliography Citation