Relationship of career mentoring and socioeconomic origin to managers' and professionals' early career progress
Article Abstract:
This study examined the relationship of career mentoring to the promotions and compensation received by 404 early career managers and professionals working in a variety of organizations. The results indicate that with a number of variables controlled, career mentoring was related to both promotion rate and total compensation. The results also support the conclusion that career-oriented mentoring has a greater relationship with promotion rate for people from the highest-level socioeconomic backgrounds than for those from lower-level backgrounds. We provide several explanations for the effects of career mentoring on early career progress and suggest a number of areas for future research on mentoring and other developmental relationships. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1991
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Early intraorganizational mobility: patterns and influences
Article Abstract:
Job mobility and employee career development was studied among a group of 180 employees working for an oil company during an 11-year period. The analysis indicated some deviations from the tournament model of mobility. The research also indicated that later career positions predict career attainment more accurately than do early career positions, although career attainment factors do include the early functional area in which employed and the number of jobs held by individual. When predicting overall career success, the metaphor used is that of a horse race: positions out of the gate have little to relation to final winners.
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1987
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Effects of corporate sponsorship and departmental power on career tournaments
Article Abstract:
This study addressed the internal career mobility over a ten-year period of 338 managers employed by a single firm. We found that how managers started their careers in the company and the power of the department in which they started strongly influenced rates of job promotion, transfer, and salary progression. The implications for 'career tournament' processes are discussed. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1990
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