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Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment

Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment

Toby Egan, Patrina M. Clark
Copyright: © 2019 |Pages: 11
ISBN13: 9781522561552|ISBN10: 1522561552|EISBN13: 9781522561569
DOI: 10.4018/978-1-5225-6155-2.ch032
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MLA

Egan, Toby, and Patrina M. Clark. "Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment." Evidence-Based Initiatives for Organizational Change and Development, edited by Robert G. Hamlin, et al., IGI Global, 2019, pp. 515-525. https://doi.org/10.4018/978-1-5225-6155-2.ch032

APA

Egan, T. & Clark, P. M. (2019). Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and Development (pp. 515-525). IGI Global. https://doi.org/10.4018/978-1-5225-6155-2.ch032

Chicago

Egan, Toby, and Patrina M. Clark. "Exploring Mentoring Program Efficacy Within the Context of EBOCD: Leveraging Naturally Occurring Circumstances to Deploy an Experiment." In Evidence-Based Initiatives for Organizational Change and Development, edited by Robert G. Hamlin, Andrea D. Ellinger, and Jenni Jones, 515-525. Hershey, PA: IGI Global, 2019. https://doi.org/10.4018/978-1-5225-6155-2.ch032

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Abstract

This reflective case history outlines an EBOCD study conducted in a large US-based Fortune 500 healthcare firm. A research team comprised of organizational leaders and university professors designed a naturally formed longitudinal experimental study that affirmed the positive impact of facilitated mentoring programs on employee attitudes, socialization, and performance. The study findings affirmed that it is not only the use of mentoring programs themselves that may yield more positive results but supports that differences in mentoring program design impacts employee outcomes, including retention. The team of company leaders and university professors worked effectively together to meaningfully inform extant and future mentoring and socialization research and practice.

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