What I have learnt so far
- Toxic Mentors or Toxic Proteges? A Critical Re-Examination of Dysfunctional Mentoring. Feldman, Daniel C. // Human Resource Management Review;Fall99, Vol. 9 Issue 3, p247
Although mentoring can have positive consequences for the careers of proteges, many young adults become enmeshed in dysfunctional relationships with their mentors. To the extent that these destructive mentor-protege relationships have been examined, the prevailing underlying assumption has been...
- Middle Manager Muddle. Laff, Michael // T+D;Jan2009, Vol. 63 Issue 1, p16
The article discusses the job satisfaction concerns of a middle manager. From a survey conducted by Accenture, it shows how these managers' increased expectations could directly frustrate them, mostly caused by external factors, such as insufficient compensation, lack of advancement...
- Support function. Chapman, Rhiannon // People Management;12/04/97, Vol. 3 Issue 24, p28
Describes the part which the author plays as she combined coaching and mentoring with specialist advice on personnel issues. Professionals who have access to the latest expertise and advice from the professional firms that many of them came from; Supports that employees can get from within the...
- Group mentoring solves personality conflicts. Flynn, Gillian // Personnel Journal;Aug95, Vol. 74 Issue 8, p22
Reports on the growing popularity of group mentoring among companies. Advantages of group mentoring over individual mentoring.
- Mentoring programs becoming a necessity as work force ages. Sitterly, Connie // Fort Worth Business Press;02/25/2000, Vol. 12 Issue 44, p17
Discusses how a mentoring relationship can be mutually rewarding and beneficial process. Qualities that proteges should possess; Pitfalls and vulnerabilities of the process.
- CREATE A MENTORING PROGRAM. Goldsmith, Barton; Landolt, Sara Cox; Sweeney, Theresa // Credit Union Management;Nov2001, Vol. 24 Issue 11, p6
Provides tips on creating a company mentoring program. Objective; Steps; Importance of understanding mentoring relationship.
- Quick and dirty HR gets the job done. Kearns, Paul // Personnel Today;3/12/2002, p23
Comments on the professionalism of the human resources management in Great Britain. Satisfaction of the bureaucratic necessities of the procedure of the organization; Role of the operational manager; Consideration of the laborious policies and procedures.
- Disagreements: Avoid the divisiveness. Bacilek, Mimi // Sales & Service Excellence Essentials;Apr2010, Vol. 10 Issue 4, p8
The article offers suggestions for business managers on how to manage disagreements among organization members and how to predict divisive issues.
- Equity Theory and the Managerial Matrix. Huseman, Richard C.; Hatfield, John D. // Training & Development Journal;Apr90, Vol. 44 Issue 4, p98
Focuses on the application of the equity theory to personnel management. Identification of a specific set of managerial behaviors that influence employee performance; Management of employee perceptions; Impact of managerial strategies on employee outcomes.