„‚ CONDITIONS THAT HINDER EFFECTIVE COMMUNICATION

Table 3 (continued). Structural Interventions That Encourage Mentoring
Intervention Alternative Methods Major Advantages Major Disadvantages
2. Develop a human-resource
accounting system to
provide data for evaluating
performance in developing
people.
Operationalizes rewards
for developing
relationships and people.
Specific measures that
reflect quality of
relationships are difficult
to define.
3. Develop a formal process
for eliciting feedback from
peers and subordinate to
be utilized in performance
appraisal, development
planning, and decisions
about pay and promotion.
Provides qualitative data
that can help to improve
performance
Is likely to engender
significant resistance from
organizational members
who want to maintain oneway
communication and
feedback.
4. Develop explicit rewards at
mid-career for providing
coaching and counseling to
junior colleagues.
Reduces stagnation and
withdrawal of people at
mid-career while
developing their potential
to provide mentoring.
It is difficult to determine
which specific rewards
would have value and be
consistent with ongoing
systems.
Modify the
Design of
Work
1. Modify space
arrangements to
encourage interaction
among junior and senior
employees who have
complementary
relationship needs.
Affects daily interaction
patterns. Is easy to
implement.
Is likely to change the
frequency of interaction,
but not necessarily the
quality.
2. Modify newer employees’
jobs to require more
contact with clients and
senior colleagues who can
provide mentoring
functions.
Legitimizes regular
contact with potential
mentors
People may not have the
requisite interpersonal
skills, or the new design
may violate norms of
interaction.
3. Modify senior employees’
jobs to include
responsibilities for
coaching and counseling
younger colleagues.
Legitimizes the role of
mentor or coach, giving it
value and priority.
Some people may not
want to assume new
responsibilities or may not
have the interpersonal
skills to do so.
4. Create project teams that
include individuals at
different career stages who
can learn from one
another.
Provides an ongoing
vehicle for mentoring
activities as part of the
work itself.
People may not have the
requisite interpersonal
skill, or the work
technology may prohibit
the change.
continued
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The Pfeiffer Library Volume 6, 2nd Edition. Copyright ©1998 Jossey-Bass/Pfeiffer