Mentoring partnerships ensure that employees understand the business strategy and have meaningful opportunities to contribute to the recovery. Mentors help identify challenging learning assignments that broaden knowledge and develop skills that contribute to an upturn in the business. Mentors aid in extending connections and networks of employees and thereby provide a crucial link to an organization’s competitive advantage — people – and increasing productivity which in turn affects profitability. (Kaye, 2009)

Respondents in the survey who were a part of mentoring relationship scored high on the dimensions of company perception, development opportunities, work environment and information and communication in the questionnaire i.e. they felt that their organization is a better place to work for and were positive about the senior leadership, they also perceived that the organization provided opportunities for them to grow in their careers and that they were well informed about the future course that the organization would be taking. This further supports the hypothesis under consideration for the study.

Results from the Triple Creek survey report (2010) found that mentoring positively impacts employee engagement and can have lasting positive repercussions for organizations. It has been established repeatedly that providing quality mentoring relationships throughout the organization increases employee engagement in multiple ways. The research paper has highlighted that mentoring does have a significant impact on engaging employees

Future research on the topic can be aimed at further understanding whether the link between mentoring and employee engagement holds true for different industries across a wider geographic region. Research can also try to assess which of the different types of mentoring (i.e. peer mentoring, web based mentoring, reverse mentoring) have the most significant impact on employee engagement.

Table 1 : Determinants for failure and success of mentoring programs

Mentor programs tend to fail when: Mentor programs tend to succeed when:
Mentors and/or senior employees don’t see mentoring as a responsibility•    No one wants to be accountable for advancing the next generation of employeesThere is poor mentor/mentee matching•    Mismatch in mentor/mentee work goals, interests, and needs creates challenges•    Personality differences create tension•    Mentor or mentee stereotyping and biases generate disrespect and contribute to the erosion of the relationship•    Mentor’s and/or mentee’s availability is too limitedThere is a weak program structure and design

•    Follow-up and feedback meetings are not incorporated in the structure of the mentoring program

•    The employer has not sufficiently integrated the mentoring program into the organizational strategy

•    The mentoring program’s goals are perceived as fuzzy and unorganized

There is poor mentoring

•    Mentor lacks motivation

•    Mentor doesn’t provide guidance or transfer knowledge to the mentee

•    Mentee doesn’t view mentor as authentic and trust fails to develop.

The program has a strong visible purpose•    The employer establishes a clear and strong purpose for the mentoring program at the beginning and continues to communicate the purpose regularly•    The goals and purpose of the program are displayed on the organization’s website, social board, at the mentoring opening session, in their mentoring package, etc.•    Mentoring program goals are clear, helping sustain motivation among employeesThere is effective match-making•    The program driver matches the mentor’s skills, knowledge, and abilities to the mentee’s professional and personal developmental needs and goals•    Self-assessment tools are used to set mentor/mentee relationship goals and improve mentor/mentee match-making.There is a supportive organizational cultural

•    The employer fosters a mentoring culture within the organization that rewards the constructive investment of time and effort that mentors give to the mentor/mentee relationship

•    The organization tracks progress against the program’s stated goals and instills a sense of accountability among all participants

•    The program incorporates feedback meetings with established guidelines to give mentors and mentees the opportunity to provide concerns or suggestions periodically

•    The program includes an evaluation of the mentor and mentee, fostering accountability among all the parties.

Table 2 : Cronbach Alpha Reliability score for 21 item scale

Cronbach’s Alpha N of Items
.784 21


Representative APR 391%

Let's say you want to borrow $100 for two week. Lender can charge you $15 for borrowing $100 for two weeks. You will need to return $115 to the lender at the end of 2 weeks. The cost of the $100 loan is a $15 finance charge and an annual percentage rate of 391 percent. If you decide to roll over the loan for another two weeks, lender can charge you another $15. If you roll-over the loan three times, the finance charge would climb to $60 to borrow the $100.

Implications of Non-payment: Some lenders in our network may automatically roll over your existing loan for another two weeks if you don't pay back the loan on time. Fees for renewing the loan range from lender to lender. Most of the time these fees equal the fees you paid to get the initial payday loan. We ask lenders in our network to follow legal and ethical collection practices set by industry associations and government agencies. Non-payment of a payday loan might negatively effect your credit history.

Calculate APR