Employee Engagement and Mentoring: An Empirical Study of Sales Professionals

Sange, Rabiya; Srivasatava, R. K.
January 2012
Synergy (0973-8819);Jan2012, Vol. 10 Issue 1, p37
Academic Journal
The service-profit chain model created by Heskett, Jones, Loveman, Sasser and Schelisnger (1994) emphasized the point that engaged employees create loyal customers who in turn create bigger profits. Organizations look at ways to create a positive work environment where employees can look at continuous growth and expansion of knowledge. This to a larger extent has been achieved by mentoring programs which have not only enabled employees to plan their career growth but have also provided them with psychological support and an anchor. The research attempts to find whether being a part of the mentoring relationship enables employee engagement. The study involved surveying a sample of 170 sales / marketing professionals at different levels in the organizational hierarchy from Mumbai region. It was found that there was a significant difference in the employee engagement scores of respondents who were a part of mentoring relationship. Thus, indicating that organizations who plan to invest their resources in establishing a mentoring program will see a significant effect on the employee engagement levels of their workforce.


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