The role of the organisation, the mentor and the protégé in formal mentoring: A case study in a public sector organisation in Malaysia

Abstract

The success of any formal mentoring scheme depends on whether the organisation provides support and anticipates challenges, and if mentors and protégés can maximise their mentoring relationship. To understand formal mentoring comprehensively, it is helpful to consider the organisation, mentor and protégé together. Studying and understanding only one of the salient actors in mentoring, as most of the literature has tended to do, arguably only provides a partial picture of mentoring. By considering and understanding the role of the organisation, mentor and protégé, this study shifts from thinking about mentoring as an interaction between individuals to mentoring as a system. Hence, at the individual level this thesis will include the perspectives and experiences of mentors and protégés. At the organisational level, the perspectives and experiences of mentoring coordinators who mostly represent the role of the organisation in formal mentoring, will be taken into consideration. Through a single in-depth case study, this study employed a qualitative methodology. It represents the notion that conceptualisations and notions derived from empirical investigations are more appropriate for comprehending "what is going on" in a formal mentoring relationship. Using semi-structured interviews and non-participant observations, the data develops and evolves based on participant insights and behaviours. Research participants were selected based on their participation and involvement in formal mentoring, using a sampling technique known as purposive sampling. Using thematic analysis, the data were organised and coded. As the study is conducted at a public organisation in Malaysia, the budi principles held by Malaysian employees are reflected in the formal mentoring process. The findings of the study lead to the development of a formal mentoring framework for a public sector organisation that focuses specifically on the roles of the organisation, mentor and protégé. The framework revealed that there are social supports that need to be provided by the organisation, namely: instrumental and emotional support. The importance of the organisation providing emotional support towards mentoring participants is scarce in the literature. This study discovered that emotional support constitutes providing recognition and appreciation, empowering a sense of flexibility and reassurance through committee meetings. For the mentor role, while this study is consistent with previous mentoring literature, it expands on the role of the mentor to promote wellness in the relationship by emphasising the five dimensions of wellness: social, emotional, physical, spiritual and intellectual. It is important to highlight that the role of the mentor is not only focused on work, but the study emphasises the importance of the mentor’s role in the wellness aspect. The study supports the ‘best practises’ of the protégé role in the mentoring literature which revolve around the willingness to commit to the relationship and the desire to grow. Despite this, the study adds to the literature by demonstrating how reflective practise through log book reporting on mentoring activities can provide the protégé with the opportunity to internally examine and explore recent experiences, thereby making it more comprehensible and increasing the likelihood of a positive change in the protégé's perspective. This is important in the complexity of the work environment of public sector employees today, especially for the new hires such as protégés to train themselves to think critically through reflective practise so they can be better equipped to face issues at work. Practically, the developed formal mentoring framework can be utilised as a basis and guide for public organisations, particularly in Malaysia, that wish to implement a formal mentoring programme. To ensure its success, the study suggests measuring the framework by using a Benefit Realisation Plan.