ABSTRACT
The study evaluated effects of mentoring on employees’ career development in selected Hospitality Organizations in Abia State, the objective of the study is to determine the effects of organizational support on employees’ self-efficacy in the selected hospitality organizations in Abia State and investigate the various factors militating against the effectiveness of mentoring program in the selected hospitality organization in Abia State. A survey research design was adopted. The researcher made use of primary and secondary sources of data to gather information from the respondents. The total population of the study is 726 which consist of the staff of the selected hospitality organization in Abia State Nigeria. Therefore, sample size of 258 was derived from Taro Yamane formula. A stratified sampling method was adopted. A total number of two hundred and fifty eight (258) questionnaire were distributed to the selected Hospitality firms in Abia State, Nigeria, forty five (45) questionnaire were lost but only two hundred and fifteen (215) questionnaire were recovered and found useful for the study. This denotes a response rate of 83.4%. The retrieved questionnaire were subjected to analysis. The study adopted linear regression analysis to test the hypotheses of study. The results of regression analysis shows the correlation coefficient on the relationship between mentoring and employees’ career development. P-value = .004 < .05 level significance. This shows that there is 67% relationship between mentoring and employees’ career development, which state that there is a significant relationship between mentoring and employees’ career development in the selected hospitality organizations in Abia State. the study concluded that the extents at which organizations are able to support their employees will determine their sustainability in the competitive market and improve employees performance, thus, organizational support has a significant relationship on employees’ self-efficacy in the selected hospitality organizations in Abia State. The study recommended that Management should make sure that they improve mentoring through training, seminars, and workshops, on the job mentoring and conferences or formal mentoring programs across many disciplines where academic resources should be allocated to identify reality.
TABLE OF CONTENTS
Cover Page i
Title
Page ii
Declaration iii
Certification iv
Dedication v
Acknowledgement vi
Table
of Contents vii
List
of Tables viii
List
of Figures ix
Abstract x
CHAPTER 1
INTRODUCTION
1.1 Background of the Study 1
1.2 Statement of the Problem 3
1.3 Objectives of the study 5
1.4 Research Questions 5
1.5 Research Hypotheses 5
1.6 Significance of the Study 6
1.7 Scope of the Study 7
1.8 Limitations of the Study 8
1.9 Operational Definition of Terms 9
1.10 Brief
History of the Selected Firms 10
CHAPTER 2
REVIEW OF RELATED
LITERATURE
2.1 Conceptual Framework 13
2.2 Theoretical Framework 38
2.3 Empirical Review 42
2.4 Summary of Reviewed Related Literature 45
2.5 Gap in Literature 46
CHAPTER 3
METHODOLOGY
3.1 Research Design 47
3.2 Sources of Data 47
3.3 Population of the Study 47
3.4 Sample Size Determination 49
3.5 Sampling Technique 50
3.6 Description of the Research Instrument 52
3.7 Validity of the Instrument 53
3.8 Reliability of the Instrument 53
3.9 Method of Data Analysis 53
3.10 Model Specification 54
CHAPTER 4
DATA PRESENTATION AND
ANALYSIS
4.1 Return of Questionnaire 55
4.2 Data Presentation 56
4.3 Testing of Hypotheses 63
4.4 Discussion of Findings/Results 67
CHAPTER 5
SUMMARY OF FINDINGS,
CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings 69
5.2 Conclusion 69
5.3 Recommendations 70
5.4 Areas
of Further Studies 70
REFERENCES
APPENDICES
QUESTIONNAIRE
LIST OF TABLES
TABLE
PAGE
Table 3.1
Population Distribution 48
Table 3.2
Breakdown of Percentage Ratio 49
Table 3.3
Breakdown of the population sample 52
Table 4.1 Return of
Questionnaire 55
Table: 4.2 Combined frequency distribution of respondents by
age 56
Table 4.3 Combined frequency distribution of respondents by
gender 56
Table 4.4 Combined frequency distribution of respondents by
marital status 57
Table 4.5 Combined frequency distribution of respondents by
qualifications 57
Table 4.6 Combined frequency distribution of respondents by
years of experience 58
Table 4.7:
Establish the relationship between mentoring
and employees’ 59
career
development in the selected hospitality organizations in Abia State.
Table 4.8:
Ascertain the extent exchange of knowledge
boost employees’ 60
career
maturity in the selected hospitality organizations in Abia State.
Table 4.9:
Determine the effects of organizational support on employees’ 61
self-efficacy
in the selected hospitality organizations in Abia State.
Table 4.10:
Investigate the various factors militating against the effectiveness 62
of mentoring
program in the selected hospitality organization in Abia State.
Table 4.11: Correlation coefficient between
mentoring and employees’ career 63
development
Table 4.12: Model Summary 64
Table 4.13: Model Summary 65
Table 4.14: Model Summary 66
CHAPTER 1
INTRODUCTION
1.1
BACKGROUND OF THE STUDY
In today’s global competitive, restructuring,
rapid technological innovation and
constrained resources business environment, the hospitality industry being
considered as an important employer of labor in countries worldwide is searching for ways to do more with
less especially in the area of human
resources(HR) (Dominguez and Hager, 2013).One
of the most important challenges in today’s service organizations is to achieve
business purpose, record improvements in
customer services delivery, as well as help to
meet the career developmental needs of employee,(Liselott and Stener
2007). There is no doubting that hospitality
industry is the livewire of tourism at all levels. The United Nations World
Tourism Organization (UNWTO) confirms that between 70% and 75% of international
tourists’ expenditure goes to hospitality on annual basis. This confirms the
strategic importance of the sector to tourism. Although the concept of
mentoring dates back to the time period of Greek Mythology and applicable in
all walks of life; at any given level, and at any point in a person’s career,
from junior staff to the chief executive officer (Boags ,2008) .
However,
mentorship by another individual who is not a direct line manager has its own
benefits and this is why various organizations offer employees the opportunity
to learn from another employee through formal mentoring programs. In most
cases, employees are given the opportunity to choose their own mentor to
counsel them and guide their career development progress which creates room for
an informal mentoring relationship. Mentoring serves as an important
resource for learning and coping with major organizational steady changes (Kram
and Hall, 1996). Mentoring is a
professional relationship or a process
whereby a senior person acts as a
mentor to offer a variety of functions
that guild, support, protect, expose and counsel the young adults to get the
work done efficiently and effectively, (Akarak and Ussahawanitchakit, 2008;
Pembridge and Paretti, 2011; Rhay,
Ching, Wen, Li-Yu, Lin, and Mei,
2010),Mentoring also influence or enhance strategic knowledge and skill in the organization through sharing and spreading acquired skills,
learning and know-how. It offers the learner the opportunity to acquire new
skills, abilities and knowledge that enhance his competences and help in career
development since the perception of quality by the customers’ lies within two categories by
Chapman and Lovell (2006), and they are:
satisfaction with what is being offered and the way in which it was
presented by the employees. For hospitality organizations to offer quality
services, the employees need continuous sound mentoring programs and feedback
in both technical skills, skills that equip the employees to provide better
caring, responsive, empathetic services to their guest and enhance their career
as well (Zeithanl and Bitner, 2002).Career development
represents the opportunities for promotion and development in the organization or
individual profession (Conway and Briner, 2002). It is a lifelong process of
managing advancement and growth in learning, work, leisure and transitions in
order to move towards an anticipated career future (Career Industry Council of
Australia, 2007).
It is
generally accepted that business organizations cannot survive and function well
without developing the practices and strategies for empowering their employees
through mentoring programs. (Nickson, 2007). Service organizations recently show
an increased interest concerning the employees’ involvement and participation
in order to gain greater commitment, greater involvement in service quality and
decrease the labor turnover in the service sector. If the employees feel good
in their working place, their commitment will of course increase and there will
be advancement in their career (Whitmore, 2003).
Mentoring
enhance the personal skills of employees through an effective learning process
that is beyond the traditional training methods. It is increasingly being seen
as essential aspects of effective organizational learning strategy and the best
means of providing support to individuals in achieving their goals, increasing
their potentials and capitalizing on their strengths to improve organizational
and individual performances (Edward, 2003). The constructive feedbacks provided
by mentoring practices help employees in changing their work behaviors to
overcome performance barrier (Sosik, 2002). Mentoring if combined with other
workplace learning initiatives will result to higher employee performance,
greater performance commitment to organizational goals and constructive employees’
relationship (Pavasloe, 2000).
Professional
relationship among the staff can help the organization to enhance employee
performance by improving their strengths, satisfaction, quality of customer
service and supervision (Peel, 2004). The performance of employees is linked to
enhanced knowledge, skills, positive attitude, abilities and confidence
(Armstrong, 2009). A lack of understanding of the meaning of mentoring in the
context of an organization can create difficulties and hamper the deployment of
any development activities (Peel, 2004).
Hospitality
organizations investing in mentoring programs have high significance in
improving employee performance and career development. Thus, the enhancement of
individual skills and performance is becoming more mandatory for organizations
because it aid in keeping pace with the changing business environment and fulfils
the gap between existing skills and required knowledge to operate the business.
However, the need to Evaluate Mentoring on employees’ Career Development
inspired the present study: Evaluation of Mentoring on Employees’ Career Development
of selected Hospitality Organizations in Abia State, Nigeria within the period
of 2008-2016.
1.2
STATEMENT OF THE PROBLEM
Today’s Business
environment is influenced by global trends and these trends are dominated by
the progress of globalization, continuing advances in technology and
communications, social and demographic changes. Most workers and managers in
hospitality organizations experience their work environment as increasingly
uncertain with greater pressure to deliver high level of performance and to
progress in their career, they are expected to demonstrate more knowledge and a
wider range of skills, along with self-motivation, initiative and innovation. It
was also noted that today’s hospitality organizations are into serious
completion because with the advancement of new technologies, customers can
easily make comparison between the equivalent service providers and their price
offerings through internet and by using different mobile applications.
Also, knowledge is increasingly becoming
the resource and widely recognized as a critical asset to individual as well as
organization if they must succeed in the increasingly competitive environment. Thus,
how to make use of knowledge to create the greatest value is becoming the
central concern and debate in the new economy. In hospitality industry, there is in adequate exchange of
knowledge from the mentors to the protégés. The mentoring
relationship that should be build on new ways of doing things and gaining
additional knowledge is not obtainable in the hospitality organization rather studies
have shown that
mentoring programs are most often hindered by multitudes of issues such as fear
of retirement, fear of the unknown, fear of losing control, fear of death, lack
of interest outside work, and a strong sense of personal attachment to the
company. This is in line with Ibrahim, Soufani and Lam (2001) who also
contributed that out of fear of retirement and competition between the mentors
and the mentees there is limited exchange of knowledge. Experience employees in
Hospitality organizations do not convey knowledge in interesting ways, do not
instill ethics and give a real pictorial view of the important of mentoring. Thus
these will not improve the skills and experience of the new employees.
Nevertheless, Human
resource being the most vital factor of production requires support from the organization
to be more efficient and effective (McCauley and Wakefield, 2006).Strategies
for developing the capabilities of employees are an important part of any
organization’s overall strategy. Organizations can no longer expect to be
competitive unless they mentor employees, inspire them, and support them to
continuously improve their performance. Mentorship programs are aimed at
increasing productivity in organizations. However, many hospitality
organizations in Abia State does not support their employees’ or carry out any form of mentorship programs to be able to impact on
their employee performance and therefore they are not able to determine the
effectiveness of these programs, and whether they should be continued or not. Many researchers in other continents like Sarantakos, (2005) and Catherine, (2016) have written
on mentorship, there is limited research on the role of mentoring on employee
performance in Africa and specifically in hospitality organizations in Nigeria,
a factor which requires an extensive research. The few researches available in
management literature have explicitly tested mentoring as a means by which
knowledge is transferred among individuals but not on hoe organization can
support their employees (Krauss,2007).
Finally,
it was discovered that many hospitality organizations in Abia State have no
formal processes for passing on the knowledge of retiring employees to the new once
and organizations that try to address the issue in most cases finalize the
process as a mere informal chart with colleagues before leaving. Hence, it is
therefore against the highlights that the researcher deemed it useful to
evaluate mentoring relationship on employees’ career development in selected
hospitality Organizations in Abia State, Nigeria.
1.3
OBJECTIVES OF THE STUDY
The broad
objective of this study is to evaluate effects of mentoring on employees’
career development in selected Hospitality Organizations in Abia State, while the
specific objectives are to;
i.
establish the relationship between mentoring and employees’ career development in the selected hospitality organizations in Abia State.
ii.
ascertain the extent exchange of knowledge boost employees’ career
maturity in the selected hospitality organizations in Abia State.
iii.
determine the effects of organizational support on employees’
self-efficacy in the selected hospitality organizations in Abia State.
iv.
investigate the various factors militating against the effectiveness of
mentoring program in the selected hospitality organization in Abia State.
1.4 RESEARCH QUESTIONS
The following questions will be answered in this research:
i.
What is the relationship between mentoring and employees’ career
development in the selected hospitality organizations in Abia State?
ii.
To what extent does exchange of knowledge boost employees’ career
maturity in the selected hospitality organizations in Abia State?
iii.
What are the effects of organizational support on employees’
self-efficacy in the selected hospitality organizations in Abia State?
iv.
What are the various
factors militating against the effectiveness of mentoring program in the selected hospitality
organization in Abia State?
1.5 RESEARCH
HYPOTHESES
The following hypotheses posited in null form
will be tested to aid the study;
H01: There
is no significant relationship between mentoring and employees’ career
development in the selected hospitality organizations in Abia State.
H02: Exchange
of knowledge to a low extent boost employees’ career maturity in the selected
hospitality organizations in Abia State.
H03: Organizational
support has no significant relationship on employees’ self-efficacy in the
selected hospitality organizations in Abia State.
H04: Lack of time, Lack of mentorship skills, Lack
of organizational support, Limited pool of
mentors and competition between mentors and mentees do not affect the
effectiveness of
mentoring
program in the selected hospitality organization in Abia State
1.6
SIGNIFICANCE OF THE STUDY
The study
findings will be of great significance to the hospitality organizations. The
study findings will help them to know the impact mentoring programs on their
employees’ career development, which will serve as a yard stick to measure the
effectiveness of their training programs in enhancing the performance of their
workers. The study will also serve as a source of feedback to the hospitality
organization under study on the perception of their employees’ with regard to
mentoring programs implemented by the organization. Through the study,
practical approaches on the best practices of implementing and sustaining
mentoring programs will be provided.
To the
employees, the study will help them have an overview of their performance with
regards to organizational target, career and goal attainment. It will also help
them to evaluate if their effort in learning and achieving organizational
target is in line with the training programs adopted by the organizations.
The study
will also help other hospitality organizations in the sector to adopt and operationalized
effective mentoring programs that will enable them harness the ability of their
workers to remain superior within the sector.
Theoretically and empirically, the study will add to the existing
literature on mentoring in relation to employees’ career development and
related concepts. The study will provide an additional framework in the
identification and solutions to the challenges Hospitality sectors in Nigeria.
However, the study will serve as a reference point for both present and future
researchers who intend to carry on similar study.
The
central thesis of this study will serve as a useful guide to government,
non-governmental organizations and other private sectors on the issue of
mentoring relationship that will serve their organizational goals and
employees’ career development.
Furthermore,
the study will help the researcher to have easy access to quality data for
research analysis to reduce research expenses and the study will add to
available scholarly material on the topic which will serve as a guild to
students and potential researchers’ embarking in similar studies.
1.7 SCOPE
OF THE STUDY
This
scope of the study is discussed from three perspectives; the content scope,
unit scope and geographical scope. Due to some constraint, the study is limited
the research unit.
Unit Scope
The
research involved all the employees of National War Museum Umuahia, Hotel Royal
Damgrete Umuahia, Villa Roy Hotels
Umuahia,Hotel De La Paix Aba, Binez
Hotel Limited Aba, May-Ten Hotel Elu Ohafia, Common Wealth Hotel Ahumta EluamaIsikwuato,
Apples Fried Chicken, Oeffers Restaurant and fast food and Chrunchies fried
chicken Aba branche all in Abia State were reached to elicit information for the study.
1.7.2 Content Scope
The study
was designed to evaluate mentoring relationship on employees’ career
development: A study of selected hospitality organizations in Abia State. It establish
the relationship between mentoring and employees’ career development in the selected hospitality organizations, ascertain the
extent exchange of knowledge boost employees’ career maturity in the selected
hospitality organizations, determine the effects of organizational support on
employees’ self-efficacy in the selected hospitality organizations and
investigate the various factors militating against the effectiveness of
mentoring program in the selected hospitality organization in Abia State.
1.7.3 Geographical Scope
Geographically
the study area is Abia State. Abia is an acronym formed from the initial
letters of four groups of people, namely: Aba, Bende, lsuikwuato and Afikpo.
These constituted the major groups in the state at its creation. At the
country's independence in 1960, Abia was part of the then Eastern Region. From
27th May, 1967, it became a part of the East Central State, created by the then
Head of the Federal Military Government, General Yakubu Gowon. On 3rd February,
1976, East Central State was split into two states (Anambra and Imo) by the
Federal Military Government headed by General Murtala Mohammed. On 27th August,
1991, the Federal Military Government under General lbrahim Babangida carved
out Abia State from Imo State, bringing to thirty the number of states in
Nigeria. Furthermore, in October, 1996, the Federal Military Government under
General Sani Abacha created six more states bringing to thirty-six the number
of states in the federation. During this exercise, four local government areas
(LGAs) namely, Onicha, Ohaozara, Afikpo North and Afikpo South, which occupy
the northeastern corner of the state, were transferred to the (newly
created) Ebonyi State. Located in the southeastern region of Nigeria, Abia
State lies within approximately latitudes 40' and 14' north, and
longitudes 10' and 8’ east. The state
shares common boundaries to the north with Ebonyi State; to the south and
southwest with Rivers State; and to the east and southeast with Cross River and
Akwalbom States respectively. To the west is Imo State, and to the northwest is
Anambra State. The state covers an area of about 5,243.7 sq. km which is
approximately 5.8 per cent of the total land area of Nigeria. With its capital
at Umuahia, it has seventeen LGAs, namely: Aba North, Aba South, IsialaNgwa
North, IsialaNgwa South, Ukwa West, Ukwa East, Obingwa, lkwuano, Bende,
Arochukwu, Ohafia, lsuikwuato, Umuahia North, Umuahia South, Ugwunagbo,
Osisioma and Nnochi. Abia people are of the Igbo ethnic group who predominates
much of the Southeastern part of Nigeria. Their traditional language is Igbo
with English widely spoken and serves as the official language in governance
and business. Globally, Igbos are well travelled.
1.8 LIMITATIONS OF THE
STUDY
The limitation as to the effective completion
of this work was based on the difficulty the researcher encountered while
trying to get information needed for the research study from the company. Some
of the most important ones include:
Most employees of the selected hospitality
organizations were reluctant to give out the needed
information because according to them, those were classified information and
some respondents were biased and dishonest in their answers considering that
they were all commenting on their employer.
Most of the staffs especially the lower level employees where ignorant
of the concept of mentoring program, it was a big challenge but the researcher
went extra mile to collect information from them by breaking down the context of
the study to them.
Since the study was more than one
firm, the researcher encountered difficulty moving from one firm to another
trying to gather the administered questionnaire. Due to movement of one place
to another by the researcher, the collection of the administered questionnaire
was delayed.
1.9 DEFINITION OF
TERMS
The following are the operational
definition of terms in this study;
Mentoring: This is defined as a
professional relationship in which an experienced person
(the mentor) assists another
(the mentoree) in developing specific skills and knowledge that will enhance
the less-experienced person’s professional and personal growth.
Organization:
This
refers to a unit of people that is structured and managed to meet a need or to
pursue collective or stated goals.
Career
Development: This refers to the series of activities or the
on-going/lifelong process of developing one’s career. Career development
usually refers to managing one’s career in an intra-organizational or
inter-organizational scenario. It involves training on new skills, moving to
higher job responsibilities, making a career change within the same
organization, moving to a different organization or starting one’s own
business.
Knowledge
Exchange: This is a process which brings together academic staff, users
of research and wider groups and communities to exchange ideas, evidence and expertise.
Career
Maturity: This refers is defined as the degree to which individuals are
prepared to make good educational or vocational decisions. It is usually seen
as dependent on their knowledge of themselves and of the world of work, their
ability to make decisions, and a positive attitude toward making career decisions.
Organizational
Support: This is the degree to which employees believe that their
organization values their contributions and cares about their well-being and
fulfills socio emotional needs.
Hospitality Industry: This
is a
broad category of fields within the service industry that
includes lodging, event planning, theme
parks, transportation, cruise line and additional fields within
the tourism industry. The hospitality industry refers to everything from short term to star
rated hotel and restaurant establishments.
Career Maturity: This is the extent to which an individual has
acquired the necessary knowledge and skills to make intelligent, realistic
career choices.
Self- Efficacy: This refers to ones belief in one’s ability
to succeed in specific situations or accomplish a task. One’s sense of
self-efficacy can play a major role in how one approach’s goals, tasks and
challenges.
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