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ReferencesAguinis, H., &Kraiger, K. (2009). Benefits of Training and Development for Individuals and Teams, Organizations and Society: The Business School of Colorado. The Annual Review of Psychology, 60 (3), 451-477.And Sustained Professional Development. Corwin Press.Andre, T. (2014). Advances in Human Factors in Training, Education, and Learning Sciences: Proceedings of the AHFE 2017 International Conference on Human Factors in Training, Education, and Learning Sciences, July 17-21, 2017, The Westin Bonaventure Hotel, Los Angeles, California, USA.Armstrong, M. (2009). Armstrong\\\\\\\\\\\\\\\'s Handbook of Human Resource Management Practice (11th Ed.). London: Kogan Page.Bandura, A. (1997). Self-efficacy: The exercise of control. New York: W.H. FreemanBandura, A. (2001). Social cognitive theory: An agentic perspective. Annual Review of Psychology, 52(1): 1-26. Bell, B. S., Tannenbaum, S. I., Ford, J. K., Noe, R. A., & Kraiger, K. (2017). 100 years of training and development research: What we know and where we should go. Journal of Applied Psychology, 102(3), 305.Chiaburu, D. S., & Harrison, D. A. (2008). Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance. Journal of Applied Psychology, 93(5): 1082-103.Crow, G.M. (2011). School leader preparation: a short review of the knowledge base.Dalton, D. W., Davis, A. B., & Viator, R. E. (2015). The joint effect of unfavorable supervisory feedback environments and external mentoring on job attitudes and job outcomes in the public accounting profession. Behavioral Research in Accounting, 27(2), 53-76.Derks, D., Duin, D., Tims, M., & Bakker, A. B. (2015). Smartphone use and work–home interference: The moderating role of social norms and employee work engagement. Journal of Occupational and Organizational Psychology, 88(1), 155-177.Eby, L. T., Butts, M. M., Hoffman, B. J., & Sauer, J. B. (2015). Cross-lagged relations between mentoring received from supervisors and employee OCBs: Disentangling causal direction and identifying boundary conditions. Journal of Applied Psychology, 100(4), 1275.Gebauer, J., Lowman, D., & Gordon, J. (2008). Closing the engagement gap: How great companies unlock employee potential for superior results. New York, NY: Portfolio.Goodyear, M. 2006. Mentoring: a learning collaboration. Educause Quarterly, Number 4.Journal of Educational Administration, 33 (5).Hyland, P. K., Lee, R. A., & Mills, M. J. (2015). Mindfulness at work: A new approach to improving individual and organizational performance. Industrial and Organizational Psychology, 8(4), 576-602.Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.Jyoti, J., & Sharma, P. (2015). Exploring the Role of Mentoring Structure and Culture between Mentoring Functions and Job Satisfaction: A Study of Indian Call Centre Employees. Vision, 19(4), 336-348.Kendzia, M. J., & Björck, A. (2018). The Digital Revolution and the Organization of Work: Contemporary Management Techniques. Advances in Applied Sociology, 8(03), 212.Lapointe, É., & Vandenberghe, C. (2017). Supervisory mentoring and employee affective commitment and turnover: The critical role of contextual factors. Journal of Vocational Behavior, 98, 98-107.Lomas, T., Medina, J. C., Ivtzan, I., Rupprecht, S., Hart, R., & Eiroa-Orosa, F. J. (2017). The impact of mindfulness on well-being and performance in the workplace: an inclusive systematic review of the empirical literature. European Journal of Work and Organizational Psychology, 26(4), 492-513.National College for School Leadership.Noe, R. A. (2010). Employee Training and Development (5th Ed.). Singapore: McGraw Hill.O\\\\\\\\\\\\\\\'Brien, K. E., & Beehr, T. A. (2016). Managing employees\\\\\\\\\\\\\\\' occupational stress. Stress and quality of working life: Interpersonal and occupation?based stress, 181-198.Rosenthal, T. L., & Zimmerman, B. J. (2014). Social Learning and Cognition. Burlington: Elsevier Science.Safe place. Mentoring and Tutoring, 15 (3).Smith, A.A. (2017). Mentoring for experienced school principals: professional learning in aTruit, D. (2011). The Effect of Training and Development on employee Attitude as it relates to Training and Work. Salisbury University. Salisbury: Sage Press.Wong, H.A. (2015). New teacher induction. The Foundation for Comprehensive, Coherent,Zagenczyk, T. & Murrell, A. (2009). It is better to receive than to give: Advice network effects on job and work-unit attachment, Journal of Business Psychology, 24, 139–152.Appendix AThe 10 Strategic PointsTopic—Industrial Training Literature review—Employees are always seeking for mentors who can guide them in doing better in the workplace. These mentors act as role models who display many of the behaviors that employees wish to emulate. Social learning is a concept that directly relates to employee training which aims at influencing behavior in a more positive way. In this case, the aim of this research proposal is to assess the relationship between mentorship and employee training. Problem Statement—Although there is an existing evidence suggesting a positive correlation between employee mentoring program and training transfer, it is not known to what extent mentoring from supervisors is positively related to employee training transfer within any stressful work environment.Sample and location— Data will be collected from randomly selected HR managers and employees. The data will be collected from 30 respondents, 10 of whom will be HR managers and the other 20 will be employees. The sample will be chosen from no fewer than 5 and no more than 10 locally-based major corporations. Site approval will be obtained before surveys are distributed electronically.Research questionsR1: To what extent is mentoring from supervisors related to skill transfer to employees within a stressful work environment?R2: What are the new ways of mentoring employees in stressful workplaces in today’s workplace environment with respect to address issues related to stress, worker attitudes, and remote management??R3: Do mentoring employees provide a significant improvement to the attainment of organizational goals and objectives?Phenomenon: Mentorship from supervisors is associated with the transfer of skills to employees in the work environment.Methodology and design— Given the descriptive nature of the study, a qualitative study will be utilized in this study to establish the extent to which mentorship by supervisors impacts employee’s skill and productivity. This study will include surveying a sample population where participants will answer a series of questions and inferences will be drawn from the responses.The research design is quantitative using descriptive analysis based on Likert scale measurements of data collected using the survey method.Purpose Statement— The purpose of this qualitative correlationalthis study is to evaluate the extent to which mentoring programs from a supervisor is related to the employee skill transfer in the workplace.Data collection— Data will be collected from HR managers and an identified group of employees. The group of employees selected for the study will be those who are or are not new to the organization. Data will also be collected from secondary data sources especially managerial reports on various mentorship programs in place and how they have been effective in boosting employee’s skills and productivity.Data analysis—Descriptive analysis will be used to assess the responses measured via the Likert scale. A content analysis approach will be utilized in analyzing the qualitative data collected from the data collection exercise. This data will analyze any written, verbal, or visual data collected from the exercise.Appendix BVariables/Groups, Phenomena, and Data AnalysisTable 2Qualitative Studies Research Questions: State the Research Questions that will be used to collect data to understand the Phenomenon being studied Phenomenon:Describe the overall phenomenon being studied by the research questions Sources of Data:Identify the specific approach (e.g., interview, observation, artifacts, documents, database, etc.) to be used to collect the data to answer each Research Question Analysis Plan: Describe the specific approach that will be used to (1) summarize the data and (2) analyze the data. 1. To what extent is mentoring from supervisors related to skill transfer to employees within a stressful work environment?2. Do mentoring employees provide a significant improvement to the attainment Of organizational goals and objectives?1. What are the new ways of mentoring employees in stressful workplaces? 1. Mentorship from supervisors is associated with transfer of skills to employees in the work environmentWith the changing business environment, the way the transfer of skills is done has changed in the stressful work environment 1. Interviews2. QuestionnairesInterviewquestionnaire Content analysis approachContent analysis approachProspectus Template v6.2.14.14
