Les mentors ont-ils un effet sur la progression de carrière?

Résumé

La présente étude concerne le lien entre le nombre de mentors et le nombre de promotions obtenues par un individu au cours de sa carrière. Elle précise l'influence de diverses variables, reliés au mentor et au protège, sur la relation mentors-promotions en carrière.

D'autres variables sont aussi mises en rapport avec le nombre de mentors eus au cours de la carrière d'un protège.

Abstract

A review of both scientific and empirical literature identifies advantages to mentoring. The purpose of this study is to examine the relationship between mentoring and promotions obtained by the protegee within his/her own organization and career. The relationships between the number of mentors and (1) participation in activities for self-development, (2) the number of promotions, and (3) satisfaction relating to the number of promotions obtained are examined. Characteristics of mentors and protegees are also included. Questionnaires and interviews were used to explore possible relationships between the variables. Data was collected from a random sample of graduates of the Ecole des Hautes etudes commerciales de Montreal and also from a convenient sample. The results do not show a significant relationship between the number of promotions of a protegee within his/her own organization. However, the results indicate a relationship between the number of mentors and (1) the number of promotions in a career, (2) temporary assignments to a special Project, and (3) satisfaction with the number of promotions within the organization. Moreover, the analysis of the results shows a significant relationship between the mentor-promotions association in a career and the following variables: mentor's age, mentor's seniority, mentor's hierarchical level, protegee's seniority in his/her job, protegee's seniority within his/her organization, protegee's seniority within his/her organization, protegee's hierarchical status, protegee's sex, protegee's level of education, and hierarchical gap between the mentor and the protegee. Possible explanations for this data include: (1) mentors provide the protegee an opportunity to progress in his/her career inspite of a hait in advancement in the organization where currently employed; (2) it is easier for a mentor to use his/her influence in his/her own organization for the protegee's assignment to special projects rather than for promotion; and (3) the wealth of the mentorship relationship has a positive influence on a protegee's satisfaction with the number of promotions received within his/her organization. In brief, the study provides a framework for the understanding of the influence of mentors on protegee promotions.