The effects of mentoring on salesperson commitment |
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| Affiliation: | 1. Collat School of Business, Room 206A BEC, University of Alabama at Birmingham, Birmingham, AL 35294, USA;2. Collat School of Business, Room 208B BEC, University of Alabama at Birmingham, Birmingham, AL 35294, USA;3. Department of Marketing, Tat Chee Ave, City University of Hong Kong, Kowloon Tong, Hong Kong;1. College of Business, North Dakota State University, 300D Barry Hall, P.O. Box 6050, Fargo, ND 58108-6050, United States;2. College of Business, North Dakota State University, 316 Barry Hall, P.O. Box 6050, Fargo, ND 58108-6050, United States;1. Shidler College of Business, University of Hawaiʻi at Mānoa, 2404 Maile Way, Honolulu, HI 96822, United States;2. Coles College of Business, Kennesaw State University, 1000 Chastain Road, Kennesaw, GA 30144, United States |
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| Abstract: | This paper examines the impact of having a mentor on mentoree affective, continuance and normative commitment to the organization and occupation. Hypotheses are developed comparing salespeople with and without mentors, and mentorees with mentors inside and outside of the organization. Data was collected from a national sample of salespeople. The results indicate that having a mentor is positively associated with mentoree affective and normative organizational commitment, and affective, continuance and normative occupational commitment. Results also indicate that organizational mentors, as opposed to external mentors, are more strongly associated with mentoree affective and normative organizational commitment. Finally, organizational mentors do not have a greater impact on the facets of mentoree occupational commitment than mentors outside of the organization. |
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