Date of Conferral
2021
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Kathleen Andrews
Abstract
Organizations without mentorship programs are at risk for leadership skill development. Using successful mentoring strategies, human resource managers may increase their talent pool, increase organizational opportunities, and improve the organization’s overall climate. Guided by Kram’s mentoring theory, the purpose of this qualitative single case study was to explore mentoring strategies that some human resource management (HRM) leaders working in civil service within the federal government successfully use to assist the professional development of their employees. Participants included five civil service HRM leaders within the federal government in the southeastern region of the United States who used mentoring strategies to assist the professional development of their employees. Data were collected from semistructured interviews, reviews of publicly available company documents, and documentation of participants’ body language during interviews. Data were analyzed using thematic analysis and Yin’s five-step process. Three themes emerged: mentorship program policy development, developing mentors, and responsibilities of the mentee. A key recommendation is for HRM leaders to build professional relationships with employees to determine their needs. Implications for positive social change include the potential for increased federal employee volunteer in community-based organizations.
Recommended Citation
Alston, Anticia, "Mentoring Strategies for Enabling Employees’ Career Progression" (2021). Walden Dissertations and Doctoral Studies. 10972.
https://scholarworks.waldenu.edu/dissertations/10972
