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Antecedents of mentoring: Do multi-faceted job satisfaction and affective organizational commitment matter?

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  • Hartmann, Nathaniel N.
  • Rutherford, Brian N.
  • Feinberg, Richard
  • Anderson, James G.

Abstract

This study examines the relationships between work attitudes, willingness to mentor and business-to-business salesperson mentoring support. Results provide evidence that individual directed organizational citizenship behavior (altruism) and willingness to mentor may not share as many antecedents as the literature conceptualizes. Willingness to mentor is a strong predictor of serving as a mentor and mentors most willing to mentor provide protégés with the greatest vocational, psychosocial and role modeling support. The findings raise concerns regarding the applicability of organizational citizenship behavior theory as a framework for understanding why employees mentor.

Suggested Citation

  • Hartmann, Nathaniel N. & Rutherford, Brian N. & Feinberg, Richard & Anderson, James G., 2014. "Antecedents of mentoring: Do multi-faceted job satisfaction and affective organizational commitment matter?," Journal of Business Research, Elsevier, vol. 67(9), pages 2039-2044.
    • Handle: RePEc:eee:jbrese:v:67:y:2014:i:9:p:2039-2044
    DOI: 10.1016/j.jbusres.2013.10.006
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    References listed on IDEAS

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    1. Avlonitis, George J. & Panagopoulos, Nikolaos G., 2007. "Exploring the influence of sales management practices on the industrial salesperson: A multi-source hierarchical linear modeling approach," Journal of Business Research, Elsevier, vol. 60(7), pages 765-775, July.
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    3. MacKenzie, Scott B. & Podsakoff, Philip M. & Fetter, Richard, 1991. "Organizational citizenship behavior and objective productivity as determinants of managerial evaluations of salespersons' performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 50(1), pages 123-150, October.
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    Cited by:

    1. Shah, Naimatullah & Irani, Zahir & Sharif, Amir M., 2017. "Big data in an HR context: Exploring organizational change readiness, employee attitudes and behaviors," Journal of Business Research, Elsevier, vol. 70(C), pages 366-378.
    2. Dugan, Riley & Rouziou, Maria & Bolander, Willy, 2020. "The case for hiring neurotic salespeople: A longitudinal growth modeling analysis," Journal of Business Research, Elsevier, vol. 116(C), pages 123-136.
    3. Inyong Shin & Won-Moo Hur & Seongho Kang, 2016. "Employees’ Perceptions of Corporate Social Responsibility and Job Performance: A Sequential Mediation Model," Sustainability, MDPI, vol. 8(5), pages 1-12, May.
    4. Inyong Shin & Won-Moo Hur & Minsung Kim & Seongho Kang, 2017. "Hidden Roles of CSR: Perceived Corporate Social Responsibility as a Preventive against Counterproductive Work Behaviors," Sustainability, MDPI, vol. 9(6), pages 1-12, June.
    5. repec:tiu:tiutis:59edbbb2-7e12-4c54-a431-d37c6df29694 is not listed on IDEAS
    6. Christina Seery & Andrea Andres & Niamh Moore-Cherry & Sara O'Sullivan, 2021. "Students as Partners in Peer Mentoring: Expectations, Experiences and Emotions," Open Access publications 10197/12255, School of Economics, University College Dublin.
    7. Hartmann, Nathaniel N. & Rutherford, Brian N. & Park, JungKun, 2017. "Sequencing of multi-faceted job satisfaction across business-to-business and business-to-consumer salespeople: A multi-group analysis," Journal of Business Research, Elsevier, vol. 70(C), pages 153-159.

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