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Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment

Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment
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Author(s): Toby Egan (University of Maryland, USA) and Patrina M. Clark (Pivotal Practices Consulting LLC, USA)
Copyright: 2019
Pages: 11
Source title: Evidence-Based Initiatives for Organizational Change and Development
Source Author(s)/Editor(s): Robert G. Hamlin (University of Wolverhampton, UK), Andrea D. Ellinger (The University of Texas at Tyler, USA) and Jenni Jones (University of Wolverhampton, UK)
DOI: 10.4018/978-1-5225-6155-2.ch032

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Abstract

This reflective case history outlines an EBOCD study conducted in a large US-based Fortune 500 healthcare firm. A research team comprised of organizational leaders and university professors designed a naturally formed longitudinal experimental study that affirmed the positive impact of facilitated mentoring programs on employee attitudes, socialization, and performance. The study findings affirmed that it is not only the use of mentoring programs themselves that may yield more positive results but supports that differences in mentoring program design impacts employee outcomes, including retention. The team of company leaders and university professors worked effectively together to meaningfully inform extant and future mentoring and socialization research and practice.

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