Increasingly, organizations are becoming aware of the value that is associated with employee mentorship programs, where senior individuals with advanced knowledge and experience (mentors) provide support for, and assist the career progression of junior employees (protégés). Mentors can help new employees adjust to their new organization by providing them the guidance and support they need. They can then continue to act as a mentor by helping their protéǵés grow and develop within the organization. The present study is one that examined the construct of motivation to mentor, its antecedents and its consequences. Surveys were mailed to MBA Alumni of a large Canadian university, calling for those with mentoring experience to take part. Using theories of motivation, motivation to mentor was examined. Individual personality characteristics of altruism, positive affectivity and locus of control are proposed as independent variables affecting one's motivation to mentor. Job satisfaction was the outcome of motivation that was explored in this study. Findings indicate that the individual personality characteristics discussed are significantly related to motivation to mentor and that job satisfaction with pay and promotion opportunities as well as satisfaction with the nature of the work are two salient outcomes reported by mentors. Theoretical and practical implications, limitations, and future directions are discussed.
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