Traditional mentoring methods in the federal workplace need to be reassessed. The workforce is experiencing a generational demographic shift as baby boomers are retiring and millennials are moving in. This systematic review includes the thematic synthesis of 34 studies on mentoring, as an intervention, to address workplace productivity during intergenerational shifts. The research question is: using the lenses of transformational leadership and social cognitive theory, what mentoring factors affect productivity in an intergenerational workplace setting? Findings show mentoring in an intergenerational workplace provide individual, program, and organizational benefits. Additionally, finding also show a trend of organizations expanding from traditional strategies of face-to-face mentoring and more senior employee to a junior employee, and instead implementing reverse and online mentoring. The implications for management are to re-examine the current mentoring strategies and evaluate their effectiveness to determine if, similar to the intergenerational shift occurring in the workplace, traditional mentoring methods need to be updated to reflect more modern and innovation methods to train and retain a skilled workforce.
|Commitee:||Wharff, Deborah, Dinauer, Leslie|
|School:||University of Maryland University College|
|Department:||School of Business|
|School Location:||United States -- Maryland|
|Source:||DAI-A 82/9(E), Dissertation Abstracts International|
|Subjects:||Organizational behavior, Sociology, Behavioral Sciences|
|Keywords:||Baby boomer, Cross-generation, Engagement, Intergenerational, Mentors, Social cognition, Generation X, Generation Y, Generation Z|
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