MENTORING FUNCTIONS AND JOB SATISFACTION MODERATING ROLE OF COGNITIVE BASED TRUST

http://dx.doi.org/10.31703/gssr.2021(VI-I).33      10.31703/gssr.2021(VI-I).33      Published : Mar 1
Authored by : Tahir Hassan , Sajid Rahman Khattak

33 Pages : 320-328

References

  • Akarak & Ussahawanitchakit. (2008). Mentoring and job satisfaction in Malaysian SMEs. journal of management development, 30(4), 427-440.
  • Akarak, A.G., Quistberg, D.A. & Shea, J.A. (2008). Mentoring at the University of Pennsylvania. Results of a faculty survey. Journal of General Internal Medicine, 22 (2), 210-214.
  • Bally. (2007). Mentoring and career development. Career Development International, 10(6/7), 425-428.
  • Boyle, I. J. (1995). The more you can get the better: Mentoring constellations and intrinsic career success. Career development international, 9(6), 578-594
  • Burger, Hancock, K. M., Johnson, A. & Daly, J. (2009). Measuring the job satisfaction of physician in organized settings. Journal of Medical Care, 22(1), 56-68.
  • Burke, R.J. & McKeen. (1990). Mentoring in organizations: Implicationsfor women. Journal of Business Ethics. 9, 317-332.
  • Chao, G.T., Walz, P.M. & Gardner, P.D. (1992). Formal and informal mentorship: A comparison on mentoring functions and contrast with non-mentored counterparts. Personnel Psychology, 45: 619-636.
  • Conway, & Kuchinke, K. P. (2002). The moderating role of trust in formal mentoring relationships in K orea. Asia Pacific Journal of Human Resources, 54(1), 57-78.
  • Davis, (2005). An integrative model of organizational trust. Academy of management review, 20(3), 709-734.
  • Dominguez, & Hager, (2013). Mentoring resource book: A guide for faculty, researchers and decision-makers.
  • Doolittle, R.T. Steers, R.M. & Porters, LW (2013). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 224-247.
  • Dougherty, M.C. & Dreher, (1991).Constellations and careers: Towards understanding the effects of multiple development relationships. Journal of Organizational Behavior, 22,223-247.
  • Douglas, J., & Sharma, P. (1997). Impact of mentoring functions on career development: moderating role of mentoring culture and mentoring structure. Global Business Review, 16(4), 700-718.
  • Dreher, G. F. & Ash. (1990). Race, gender, and opportunity: A study of compensation attainment and the establishment of mentoring relationships. Journal of Applied Psychology, 81, 297-308.
  • Emmerik, I. J. H. (2004). The more you can get the better: mentoring constellations and intrinsic career success. Career Development International, 9(6), 578-594.
  • Erdem, Hancock, K.M., Johnson, A., Daly, J. & Jackson, D. (2008). Role stress in nurses: Review of related factors and strategies for moving forward. Nursing & Health Sciences, 7, 57-65.
  • Fagensom. (1989). Mentoring academic women: struggle for advancement and Strategies for change. Research and Practice in Social Sciences.2(1), 1-15
  • Gayle, B. S., & Sullivan, S. E. (2005). Mentoring and career development. Career Development International, 10(6/7), 425- 428.
  • Hansford, B., Ehrich, L. & Tennent, L. (2003), Does mentoring deserveanother look?. In Wiesner and Millett (eds), Human ResourceManagement: Challenges & Future Directions, Wiley, Sydney, 219-28.
  • Hunt, N., Michael. (1983). Mentoring provided: Relation to mentor's career success, personality, and mentoring received. Journal of vocational behavior, 64(1), 24-46.
  • Jacobi, (1999). Formal mentoring as a strategy for human resource development: A review of research. Human Resource Development Quarterly, 10, 383-390.
  • Johnson, & Cervero. (2004). Role stress in nurses: Review of related factors and strategies for moving forward. Nursing & Health Sciences, 7, 57-65.
  • Keele, E. A. & Buckner, B. (1987). The nature and causes of job satisfaction. In: MD.Dunnette. Handbook of Industrial and OrganizationalPsychology. Chicago: Rand McNally, pp 1297-1349.
  • Koberg, CS, Boss, RW & Goodman, E. (1994). Factors and outcomes associated with mentoring among health-care professional. Journal of Vocational Behaviour 53(1), 58- 72.
  • Koberg, CS, Boss, RW & Goodman, E. (1998). Factors and outcomes associated with mentoring among health-care professional. Journal of Vocational Behaviour 53(1), 58- 72.
  • Kram, K.E. (1985). Mentoring at work: Developmental relationships in organizational life. Glenvier, IL: Scott, Foresman.
  • Kram, K.E. (1985). The relationship between mentoring and career development of higher education faculty members. College Student Journal, 47(4), 703-711.
  • Kram, K.E. (1996). Mentoring at work: Developmental relationships in organizational life. Glenvier, IL: Scott, Foresman.
  • Kram, K.E. Bragar (1992). 'Phases of the Mentor Relationship'. Academy of Management Journal 26, 608-25.
  • Luna & Fresko, B. (1998). Mentoring of new teachers: Correlates of activities and mentors' attitudes. Procedia-Social and Behavioral Sciences, 2, 2497-2500.
  • MacArthur, M. L., Pilato, T. A (1995). A metaanalysis of relations between person- organization fit and work attitudes. Journal of vocational behavior, 63(3), 473- 489.
  • Murphy, E.J. & Noe, R.A. (2000). The mentoring information exchange: when do mentors seek information from protégé's? Journal ofOrganizational Behavior, 21, 233-42.
  • Opper, & Lyons. (2004). It is not only mentoring: The combined influences of individuallevel and team -level support on job performance, Career Development International, 13(7), 575-593.
  • Ostroff, & Kozlowski. (1993). The effects of formal mentoring on employee work motivation, organizational commitment and job performance. The Learning Organization, 4(2), 53-60.
  • Pembridge, H.; Baugh, S.G. & Euwema, M.C. (2011). Who wants to be a mentor? Anexamination of attitudinal, instrumental, and social motivational components. Career Development International, 10(4), 310-324.
  • Rhay, Steers, R.M. & Porters, LW (2010). The measurement of organizational commitment. Journal of Vocational Behaviour, 14, 224-247.
  • Scandura, T.A. & Mezias, J. M. (1992). A needdriven approach toexpatriate adjustment and career development: A multiplementoring perspective. Journal of International Business Studies, 36(5), 519- 538
  • Swart, Lo, M. C., & Ramayah, T. (2003). Mentoring and job satisfaction in Malaysian SMEs. Journal of management development, 30(4), 427-440.
  • Viator. (1999). Mentoring at the University of Pennsylvania. Results of a faculty survey. Journal of General Internal Medicine, 22 (2), 210-214.
  • Young, A.M. (2004). The exchange relationship between mentors and protégés: The developmental of a framework. The Journal ofHuman Resource Management Review, 10(2), 177-209.
  • Zachary, L. J., (2007). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.
  • Zey, C.J. (1985). Job satisfaction: Howpeople feel about their jobs and how it affects their performance.New York: Macmillan.

References

  • Akarak & Ussahawanitchakit. (2008). Mentoring and job satisfaction in Malaysian SMEs. journal of management development, 30(4), 427-440.
  • Akarak, A.G., Quistberg, D.A. & Shea, J.A. (2008). Mentoring at the University of Pennsylvania. Results of a faculty survey. Journal of General Internal Medicine, 22 (2), 210-214.
  • Bally. (2007). Mentoring and career development. Career Development International, 10(6/7), 425-428.
  • Boyle, I. J. (1995). The more you can get the better: Mentoring constellations and intrinsic career success. Career development international, 9(6), 578-594
  • Burger, Hancock, K. M., Johnson, A. & Daly, J. (2009). Measuring the job satisfaction of physician in organized settings. Journal of Medical Care, 22(1), 56-68.
  • Burke, R.J. & McKeen. (1990). Mentoring in organizations: Implicationsfor women. Journal of Business Ethics. 9, 317-332.
  • Chao, G.T., Walz, P.M. & Gardner, P.D. (1992). Formal and informal mentorship: A comparison on mentoring functions and contrast with non-mentored counterparts. Personnel Psychology, 45: 619-636.
  • Conway, & Kuchinke, K. P. (2002). The moderating role of trust in formal mentoring relationships in K orea. Asia Pacific Journal of Human Resources, 54(1), 57-78.
  • Davis, (2005). An integrative model of organizational trust. Academy of management review, 20(3), 709-734.
  • Dominguez, & Hager, (2013). Mentoring resource book: A guide for faculty, researchers and decision-makers.
  • Doolittle, R.T. Steers, R.M. & Porters, LW (2013). The measurement of organizational commitment. Journal of Vocational Behavior, 14, 224-247.
  • Dougherty, M.C. & Dreher, (1991).Constellations and careers: Towards understanding the effects of multiple development relationships. Journal of Organizational Behavior, 22,223-247.
  • Douglas, J., & Sharma, P. (1997). Impact of mentoring functions on career development: moderating role of mentoring culture and mentoring structure. Global Business Review, 16(4), 700-718.
  • Dreher, G. F. & Ash. (1990). Race, gender, and opportunity: A study of compensation attainment and the establishment of mentoring relationships. Journal of Applied Psychology, 81, 297-308.
  • Emmerik, I. J. H. (2004). The more you can get the better: mentoring constellations and intrinsic career success. Career Development International, 9(6), 578-594.
  • Erdem, Hancock, K.M., Johnson, A., Daly, J. & Jackson, D. (2008). Role stress in nurses: Review of related factors and strategies for moving forward. Nursing & Health Sciences, 7, 57-65.
  • Fagensom. (1989). Mentoring academic women: struggle for advancement and Strategies for change. Research and Practice in Social Sciences.2(1), 1-15
  • Gayle, B. S., & Sullivan, S. E. (2005). Mentoring and career development. Career Development International, 10(6/7), 425- 428.
  • Hansford, B., Ehrich, L. & Tennent, L. (2003), Does mentoring deserveanother look?. In Wiesner and Millett (eds), Human ResourceManagement: Challenges & Future Directions, Wiley, Sydney, 219-28.
  • Hunt, N., Michael. (1983). Mentoring provided: Relation to mentor's career success, personality, and mentoring received. Journal of vocational behavior, 64(1), 24-46.
  • Jacobi, (1999). Formal mentoring as a strategy for human resource development: A review of research. Human Resource Development Quarterly, 10, 383-390.
  • Johnson, & Cervero. (2004). Role stress in nurses: Review of related factors and strategies for moving forward. Nursing & Health Sciences, 7, 57-65.
  • Keele, E. A. & Buckner, B. (1987). The nature and causes of job satisfaction. In: MD.Dunnette. Handbook of Industrial and OrganizationalPsychology. Chicago: Rand McNally, pp 1297-1349.
  • Koberg, CS, Boss, RW & Goodman, E. (1994). Factors and outcomes associated with mentoring among health-care professional. Journal of Vocational Behaviour 53(1), 58- 72.
  • Koberg, CS, Boss, RW & Goodman, E. (1998). Factors and outcomes associated with mentoring among health-care professional. Journal of Vocational Behaviour 53(1), 58- 72.
  • Kram, K.E. (1985). Mentoring at work: Developmental relationships in organizational life. Glenvier, IL: Scott, Foresman.
  • Kram, K.E. (1985). The relationship between mentoring and career development of higher education faculty members. College Student Journal, 47(4), 703-711.
  • Kram, K.E. (1996). Mentoring at work: Developmental relationships in organizational life. Glenvier, IL: Scott, Foresman.
  • Kram, K.E. Bragar (1992). 'Phases of the Mentor Relationship'. Academy of Management Journal 26, 608-25.
  • Luna & Fresko, B. (1998). Mentoring of new teachers: Correlates of activities and mentors' attitudes. Procedia-Social and Behavioral Sciences, 2, 2497-2500.
  • MacArthur, M. L., Pilato, T. A (1995). A metaanalysis of relations between person- organization fit and work attitudes. Journal of vocational behavior, 63(3), 473- 489.
  • Murphy, E.J. & Noe, R.A. (2000). The mentoring information exchange: when do mentors seek information from protégé's? Journal ofOrganizational Behavior, 21, 233-42.
  • Opper, & Lyons. (2004). It is not only mentoring: The combined influences of individuallevel and team -level support on job performance, Career Development International, 13(7), 575-593.
  • Ostroff, & Kozlowski. (1993). The effects of formal mentoring on employee work motivation, organizational commitment and job performance. The Learning Organization, 4(2), 53-60.
  • Pembridge, H.; Baugh, S.G. & Euwema, M.C. (2011). Who wants to be a mentor? Anexamination of attitudinal, instrumental, and social motivational components. Career Development International, 10(4), 310-324.
  • Rhay, Steers, R.M. & Porters, LW (2010). The measurement of organizational commitment. Journal of Vocational Behaviour, 14, 224-247.
  • Scandura, T.A. & Mezias, J. M. (1992). A needdriven approach toexpatriate adjustment and career development: A multiplementoring perspective. Journal of International Business Studies, 36(5), 519- 538
  • Swart, Lo, M. C., & Ramayah, T. (2003). Mentoring and job satisfaction in Malaysian SMEs. Journal of management development, 30(4), 427-440.
  • Viator. (1999). Mentoring at the University of Pennsylvania. Results of a faculty survey. Journal of General Internal Medicine, 22 (2), 210-214.
  • Young, A.M. (2004). The exchange relationship between mentors and protégés: The developmental of a framework. The Journal ofHuman Resource Management Review, 10(2), 177-209.
  • Zachary, L. J., (2007). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.
  • Zey, C.J. (1985). Job satisfaction: Howpeople feel about their jobs and how it affects their performance.New York: Macmillan.

Cite this article

APA

    APA : Hassan, T., & Khattak, S. R. (2021). Mentoring Functions and Job Satisfaction: Moderating Role of Cognitive Based Trust. Global Social Sciences Review, VI(I), 320-328. https://doi.org/10.31703/gssr.2021(VI-I).33

CHICAGO

    CHICAGO : Hassan, Tahir, and Sajid Rahman Khattak. 2021. "Mentoring Functions and Job Satisfaction: Moderating Role of Cognitive Based Trust." Global Social Sciences Review, VI (I): 320-328 doi: 10.31703/gssr.2021(VI-I).33

HARVARD

    HARVARD : HASSAN, T. & KHATTAK, S. R. 2021. Mentoring Functions and Job Satisfaction: Moderating Role of Cognitive Based Trust. Global Social Sciences Review, VI, 320-328.

MHRA

    MHRA : Hassan, Tahir, and Sajid Rahman Khattak. 2021. "Mentoring Functions and Job Satisfaction: Moderating Role of Cognitive Based Trust." Global Social Sciences Review, VI: 320-328

MLA

    MLA : Hassan, Tahir, and Sajid Rahman Khattak. "Mentoring Functions and Job Satisfaction: Moderating Role of Cognitive Based Trust." Global Social Sciences Review, VI.I (2021): 320-328 Print.

OXFORD

    OXFORD : Hassan, Tahir and Khattak, Sajid Rahman (2021), "Mentoring Functions and Job Satisfaction: Moderating Role of Cognitive Based Trust", Global Social Sciences Review, VI (I), 320-328

TURABIAN

    TURABIAN : Hassan, Tahir, and Sajid Rahman Khattak. "Mentoring Functions and Job Satisfaction: Moderating Role of Cognitive Based Trust." Global Social Sciences Review VI, no. I (2021): 320-328. https://doi.org/10.31703/gssr.2021(VI-I).33