Research Proposal on "Facilitating Career Advancement Through Mentoring Scope"

Research Proposal 5 pages (1469 words) Sources: 2 Style: APA

[EXCERPT] . . . .

Facilitating Career Advancement Through Mentoring

Scope of Proposal and Statement of Limitation

Proposal for Company-Wide Professional Mentoring Program

Selecting Candidates for Mentorship

Balancing Professional Responsibilities of Mentors

Maintaining Motivation on the Part of Mentors

Assessment and Program Evaluation

The purpose of this proposal is to design a company-wide professional mentoring program to provide necessary informal vocational training intended to enable lower-level employees to learn from their superiors. More particularly, the mentoring program is intended to address specific areas of professional competence in which many low-level employees have exhibited a relative deficiency in a manner that does not overwhelm the senior-level managers and executives or conflict with their respective professional responsibilities.

Scope of Proposal and Statement of Limitation:

The scope of this proposal includes all areas of professional competence that relate to issues outside of direct, task-specific competence and professional training in operational responsibilities. The scope of this proposal is not directly related to technical competence in areas of professional operational matters that are mainly functions of professional qualifications for specific low-level professional responsibilities.

This proposal is specifically limited to those elements of professional competence that arise in connection with customer relations, customer service, maintaining appropriate professional decorum that are consistent with company-wide culture and informal nuances that lie outside the scope of task-specific training, and appropriate adherence to chain-of-command expectations in relation to the presentation of input by low-level employees.

Sources and Methodology: The sources used in connection with this proposal consist of peer-reviewed academic texts used in the traditional education of business professionals in advanced formal business management educational programs. The methodology consists of reviewing the available literature outlining the requirements of effective communication of business management principles and devising an approach to implementing and adapting those principles in the areas of professional competence that require improvement on a company-wide basis.

Proposal for Company-Wide Professional Mentoring Program

Selecting Candidates for Mentorship:

Currently, the need for mentorship far exceeds the availability of suitable mentors simply by virtue of the sheer numbers of low-level employees who have already expressed their desire for mentorship. The most pervasive fundamental underlying goal of employee development training is to improve professional performance (Locker, 2000). Therefore, the relative scarcity of available mentors within the supervisory ranks suggests that the most productive and beneficial method of selecting low-level employees for available mentorship relationships is in relation to current performance levels.

Specifically, within the larger group of those low-level employees who have expressed the desire for mentorship, the most efficient use of available supervisory personnel militates toward structuring the mentoring program to incorporate current performance evaluations as the primary criterion for participation. Similarly, general principles of motivation in the vocational environment suggests that presenting the availability of mentoring as an earned privilege is most conducive to inspiring optimal job performance as well as to appreciation, on the part of mentorship candidates, of their participation as a valuable commodity (Myers & Spencer, 2004).

Balancing Professional Responsibilities of Mentors:

Currently, the existing responsibilities of supervisory employees is recognized as a potential obstacle to a company-wide mentorship program. In that regard, the overall interests pf the company and its employees emphasizes the requirement that any such program be devised in a manner that recognizes the importance of avoiding any detrimental effects on the professional performance of supervisory employees by virtue of their mentoring responsibilities.

A volume of literature suggests that overwhelming employees with additional responsibilities, especially when those added responsibilities are outside of the scope of their direct operational responsibilities is potentially detrimental to their performance output. That effect is even more pronounced where the specific additional responsibilities are not the result of voluntary autonomous choice but presented as mandatory requirements (Locker, 2000).

Therefore, participation in the program on the part of available candidates to serve as mentors should incorporate some element of choice on their part, even if complete non-involvement is not available as an option. On the other hand, principles of sound vocational psychology suggest that mandatory participation is necessary to minimize the potential for dissention between participants and non-participants arising from disparate contribution to the collective benefit of the organization (Myers & Spencer, 2004). This proposal acknowledges the inadvisability of implementing a mentoring program that could undermine morale among the supervisory ranks as a function of their degree of participation in the program.

The proposed method of overcoming that potential issue is presenting supervisory mentor candidates with a choice to participate directly… READ MORE

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